Our belief is that strategy is nothing without execution, and while ideas are rewarded, execution is revered. 

We take pride in measuring our success by the results we deliver to our clients.  Take a look at some of what we've delivered

Growth

Grow the Product

Problem: A new product line within an existing business was failing to see desired adoption rates from their existing account base.  Several sales campaigns had been initiated but did not yield expected outcomes.  This dynamic was causing the organization to under achieve revenue targets. As a result leaders were struggled to understand why this was the case and how to increase adoption rates.  

Advice: We advised an organizational assessment to isolated key areas of opportunity and subsequently establish a cross functional team to develop and deploy a new campaign strategy.  The desired outcomes... 1.) Revenue growth 2.) Identifying key customer segments 3.) Build an army of sellers

Results: During a span of 5 months the strategy the team achieved breakthrough results.

• Revenue generation of just over $4MM on a annualized recurring basis
• Campaign strategy 8x more effective than any previous campaign strategy
• Growth of sales specialist through strategic supplier partnerships

Business Optimization

Organizational Strategy & Operational Design

Problem: Startups in a hyper-growth industry are faced with problems they need to overcome on a daily basis.  Many centered on building and sustaining an organizational strategy that scales but is at the same time agile in its approach.  Our client was faced with “building the plane”, “flying the plane”, and “repairing the plane” all at the same time.  Activity was happening all around them, but was it the right activity, at the right time, and aligned with the right outcomes.  Senior leaders had confidence in their teams, but less confident that the organization was actually maturing in its capabilities at the pace necessary to scale the business.

Advice: We advised that the development of a holistic organizational strategy including necessary capabilities, tactical plans that enables leadership to execute more efficiently, and allow the entire organization clearly see alignment. 

Results:

• Collaboration with functional leaders resulted in development of a multi-year interlocking strategy to scale operations
• Led the client in the development of organizational maturity models identifying core capabilities, tactics to implement, and dependencies
• Implemented operating mechanisms to ensure execution and continuous improvement

Resource planning

Problem: Our client in the startup phase of a hyper growth business line needed to understand how to scale its workforce, and ensure operations could support the ongoing needs of the business in line with budgetary constraints

Advice: We advised that a workload based resource planning model would help senior leaders understand resource needs by role.  Additionally, the model would help validate resource planning against key initiatives and the organizations strategic plan.

Results: Over a 3-month period we worked with each functional team to architect a workload based resource planning model.  We used time studies and system data, and sales projections as part of the process.  We established operating mechanisms to ensure constant alignment with business leads, as well as, incorporating to budget planning cycles.  As a result the organization has experienced improved strategic budgeting discussions backed by data driven decisions.

Supply chain optimization

Problem: Our client was being negatively impacted by poor performance from key suppliers to their major product line.  The product was an on-demand solution for their end customers so inventory on hand is critical. The on time performance was sub-50% and quality was in a similar state, leading to issues in meeting customer demand and headaches for operations as a result of re-work.

Advice: We advised our client to develop a supplier quality framework that would drive accountability for meeting contractual goals.  The framework began with a Kaizen of key stakeholders to identify and implement improvement tactics, implementation of operating mechanisms, and a continuous improvement philosophy.

Results: Within a 30-days following the Kaizen the team experienced a 40% improvement in on time delivery and 60% improvement in quality.  The team continues to experience nearly 100% on time delivery and quality.A team from both our client side and supplier side participated in a 4 day Kaizen to re-architect existing process.  The new design focused on lean six sigma principles to enable efficiency and effectiveness of the process.  As part of the operating mechanisms the team created a dashboard for visual performance tracking, and established a weekly operations meeting to review performance.  The meeting is data driven and focused on identifying bottlenecks, determining root-cause(s), developing corrective actions to implement, and monitoring for results. 

Innovation

Professional Services Product Design

Problem: Over several years our client had experienced minimal growth in their professional services business.  They needed to jump start growth and increase market share through a focused strategy that included strategic partners and end customers.

Advice: We advised an assessment of the current offer and service delivery models looking for areas of improvement and customer delighters.  Re-engineering of their models to meet stakeholder spoken and unspoken requirements would be critical for success.

Results: Over the course of 60 days we worked together to understand existing offer and processes, gather voice of the customer, and design an elegant solution against critical customer requirements.  The outcome was a new optimized design for service delivery and a professional service offering that exceeded operational and customer expectations. 

New Product Launch

Problem: Over a multiyear period our client had launched a large number of products and feature releases.  Product Launches were uncoordinated, and poorly communicated, resulting in business readiness at less than 50%.  Internal business readiness for these launches were difficult and caused a large amount of pain across the business. The lack of collaboration across the business in the product development cycle was a large contributor to the poor outcomes. As a consequence the customer experience was less than desirable.

Advice: We advised our client that an assessment and re-design of the product launch process would lead to desired outcomes.

Results:

• Over the period of 6 months we worked with the business to identify key business stakeholders, critical operational launch requirements, and tollgate criteria for successful launch
• Key business deliverables included an end-to-end framework to ensure launch readiness, enablement mechanisms for product management, and implementation of a go/no-go tollgate
• Sustained results included a 50% improvement of launch readiness to 99%

Non-Profit

Community Food Drive

Problem: Our client had a goal to grow their annual food drive by 50% and make a huge impact to their local community.  While the team had great experience in core competencies of non-profit organizations (fundraising, community outreach, and volunteer coordination), they struggled in the operational execution of assembly and distribution at scale.  The desired outcome was to drive employee engagement, increase the throughput of assembly and distribution of food boxes, and provide a world class volunteer and recipient experience

Advice: We advised our client that leveraging lean principles used in manufacturing & distribution would allow them to achieve their growth targets.

Results: Over the course of 3 months the team worked in short meetings to design a lean assembly line that provided multiple shifts and maximized assembly per shift.  The team also designed a distribution plan that accommodates > 2,000 recipients over a 4 hour period, while at the same time maximizing volunteer participation and minimize any disruption to local traffic.   

The volunteer event was executed flawlessly from assembly to distribution.  Volunteer participation increase by >30%, food distributed increased by almost 50% with no disruption, and both volunteer and recipient was overwhelmingly positive.