The problem: Data lived in disconnected spreadsheets across sales, operations, and finance. The four-person executive team was making purchasing, inventory, and marketing decisions blind — and the cash that should have been on the balance sheet was sitting in obsolete inventory and untracked marketing spend. The result: 17% sales increase. 8-point gross margin improvement (60% to 68%). Net income doubled. Cash crisis resolved within twelve months.

The problem: Five years in, still operating as three separate companies. Fourth CEO in five years. Three cultures that didn’t trust each other. Decisions bottlenecked at the top. The result: Each division has clear goals, clear structure, and clear decision rights. Positioned for successful exit.

The problem: Running a $40M business on a $20M operating model. Design and estimating were bottlenecks. Work bounced between people with no shared process for how it moved through the business. The result: Same team, more capacity, clear path to $80M. Margin recovery from removing friction, not cutting cost.