Case Study 01 · Operations + People Engine · Complete
A multi-division equipment operator in a regulated, technology-driven industry
From chaos on the floor to elite on the scoreboard — in 15 months.
Customer satisfaction wasn’t failing — it wasn’t being measured. The warehouse had reached the point where no one could trust a count. We installed the operations architecture — 5S, standardized workflow, measurement where none existed — and built the People Engine into the daily cadence so the team could run it without us.
MID-90s%Customer satisfaction, measured and sustained
~100%Inventory record accuracy
4.6–4.8Team health, the survey provider’s “elite” range, up from 4.1
One hire entered as an entry-level technician — and went on to lead two divisions.
Flagship Engagement · In Progress
A multi-crew specialty contractor in the residential repair industry
Brought in for one architecture. Entrusted with the whole build.
The engagement began in finance — cash discipline, forecasting, a review the owner could steer by. It expanded into sales: reinforcing the fundamentals the company already believed in, and making performance visible for the first time. With the architecture in place and the owner driving it, results climbed — and this year the engagement grew to the full Business Architecture.
+43%Closing ratio, 21% → 30%, tracked weekly by rep
FULL BUILDScope earned: from one architecture to the complete system
We build the architecture. The owner and team drive the results.
Early Install · Revenue + Financial Architecture, People Engine
A residential and commercial property services company
Two months in: direction where there was none — and a skeptic converted.
The revenue architecture had nothing to reinforce — no ideal client profile, no selling idea, no growth plan. Two months in, all three are built and the organization’s focus has sharpened with them. A weekly brief is maturing into a scorecard, a young internal leader increasingly runs the financial architecture, and the most skeptical leader in the room is now voluntarily inside the same accountability system as the owner.
The numbers follow the architecture — not the other way around.