The project appeared when an industrial equipment distributor fell into stagnation. Management invited us to find new growth drivers.

During the project, we had rebuilt the organizational structure, broke down the customer onboarding process into 5 stages, and assigned responsible sales managers to every location. To help managers control the process, we readjusted and integrated the CRM system. Additionally, our research had shown that some product positions were sold with a net loss, so we introduced the category management system. We also made 15 more changes in internal business processes and approved 50 upcoming changes in the company's strategy for 3 years.

By the end of the project, we increased marginality for major items by 5%

After conducting the strategic session, we revealed that the low qualifications of employees had a significant effect on restraining the growth of the industrial filter's manufacturer. We revised and rebuilt the recruitment process, which in 3 weeks resulted in hiring a new accountant, sales manager, and commercial director. We developed the system for the corporate university and built a structure for further scaling.

The company doubled its revenue by the end of the year

As a result of the organizational structure analysis, we came to the conclusion that the interaction among different departments was inefficient and some business processes didn't have an owner. To counter it, we designed a transition roadmap to move to a matrix structure using agile methodologies and a process approach

A distributor of medical supplies contacted us to determine potential growth drivers.
We have prepared a business diversification strategy and assessed prospects of entering the medical equipment market through financial modelling and digitalization