Case Study 1

Pet Food Manufacturer; Size – 150+ million a year in sales

    • Inadequate infrastructure to support hypergrowth.

    • Low profitability, requiring efficiency improvements.

    • Fractured supply chain.

    • Mismanagement of Amazon store and web sales.

    • Co-packers falling short of expected service levels.

    • Autonomy and lack of communication between operational departments.

    • Negative profit margins on web and Amazon orders.

    • Unmanaged manufacturing partners without Key Performance Indicators (KPIs).

    • Bottlenecked manufacturing process hindering production growth.

    • Just-in-time delivery of packaging delaying product shipments.

    • Co-packers lack clear service expectations.

    • Need to expand delivery areas and reduce shipping costs for frozen products.

    • Conducted employee interviews to identify overlapping issues and challenges.

    • Established clear roles and responsibilities with accountability oversight.

    • Developed Standard Operating Procedures for packaging and shipping.

    • Revamped product packaging and insulation for frozen items.

    • Facilitated cross-functional meetings to enhance collaboration.

    • Partnered with co-packers to set up KPIs and ensure expectations were met.

    • Improved communication and teamwork among operational groups.

    • Expanded distribution network from 2 to 8 locations, reducing shipping costs by 30%.

    • Contracted with a packaging provider for inventory management and auto-delivery.

    • Enhanced frozen product insulation, expanding delivery areas with lower shipping costs.

    • Strengthened partnership with co-packers, leading to faster turnaround times and fewer customer complaints.

    • Achieved profitability in web distribution through strategic contracts, improved packaging, and limited packaging kit offerings on the website.

Case Study 2

Window Covering Company – 3.5 million a year in sales

    • Unchecked growth

    • Overwhelmed owner heavily involved in every aspect of the business.

    • Low customer satisfaction reviews

    • Stretched company cash flow.

    • Unhappy, unproductive employees struggling to perform effectively.

    • The owner felt like he was consistently pushing the business uphill.

  • Absence of a written business plan

    Lack of financial plans or budgets

    Employees are not empowered or held accountable.

    Non-digitized and inaccessible customer files and information

    Delayed material orders

    Nonexistent inventory management

    Lack of accountability and Key Performance Indicators (KPIs)

    • Introduced a new Profit and Loss (P&L) system for better financial management.

    • Established clear roles, responsibilities, and accountability plans for all employees.

    • Implemented KPIs and financial planning tools to monitor business successes.

    • Digitized client folders and job information for accessibility

    • Educated and empowered employees to understand and achieve success.

    • Implemented a program to sell a new product, enhancing client spend per project

    • Increased Sales by 48%

    • Gross Profit margin increased by 15%

    • Net profit margin increased by 8%

    • Established streamlined business processes for successful client services.

    • Improved client satisfaction scores

    • New product offerings created a competitive advantage for the company.

    • Reduced the need for the owner to be heavily involved in the day to day activity.

Case Study 3

Real Estate Group

    • Declining profitability.

    • Low recruitment levels of new agents.

    • Increased competition.

    • Rapid changes in the real estate market were taking place

    • Explore new income opportunities by leveraging existing business resources.

    • Financial planning and budgeting were underutilized for business operations and planning.

    • Company culture required a shift to attract new agents successfully.

    • The company was competing in low-profitability areas, neglecting higher profit business opportunities.

    • Clearly defined success goals, coupled with implementation plans and key metrics, were not established.

    • Goals between owners and leadership needed to be aligned.

    • Implemented a robust financial planning tool to analyze profit centers, identify low-profit areas, and optimize resource allocation.

    • Conducted a comprehensive cost analysis to identify and address areas where costs can be reduced without compromising quality.

    • Fostered a positive company culture by implementing employee engagement programs, training initiatives, and creating a supportive work environment.

    • Re-vamped commission structures, bonuses, and other incentives to attract and retain top-performing agents.

    • Developed a leadership training program to instill a culture that values collaboration, inclusivity, and continuous improvement.

    • Prompted Employee Engagement to develop initiatives such as team-building activities, mentorship programs, and recognition schemes to enhance overall employee satisfaction.

    • Conducted a thorough market analysis to find niche opportunities and reposition the company in areas of higher profitability.

    • Developed a unique value proposition to distinguish the company from competitors, emphasizing strengths and addressing weaknesses.

    • Facilitated workshops to set up clear, measurable goals, develop implementation plans, and define key metrics for success.

    • Implemented a system for regular goal review and performance evaluation to ensure alignment and progress.

    • Organized alignment sessions to foster communication and ensure that the goals and vision of owners align with those of the leadership team.

    • Set up regular communication channels to keep owners and leadership informed and engaged in the decision-making process.