Full detail
Before and after, where confidentiality permits
Client names are withheld. Sector, scale, and the measured change are published only where the client has approved anonymized disclosure. Figures are client-reported over the stated window.
Industrial manufacturer · ~$140M revenue · 3 plants
FOUNDATION™ → SIMPLIFY™ → LEAD™
Before
Growth had outrun the operating model. Every material decision routed to the owner, delivery promises slipped, and margin leaked into expediting and overtime.
Architecture installed
Present-reality read, decision rights redesign, one executive operating cadence with owners, dates, and evidence.
Industrial manufacturer · ~$140M revenue · 3 plants — measured change over 12 months| Measure | Before | After (12 months) | Change |
|---|
| On-time delivery | 82% | 96% | +14 pts |
|---|
| EBITDA margin | 9.4% | 12.5% | +3.1 pts |
|---|
| Decisions requiring owner sign-off | ~60/month | ~12/month | −80% |
|---|
| Expediting & overtime spend | $2.1M/yr | $1.2M/yr | −43% |
|---|
The cadence is now run by the leadership team without Compass in the room.
Read the full case study →Multi-site professional services firm · 240 people · 6 offices
SIMPLIFY™ → GROW™
Before
Revenue was growing while margin stayed flat. Five initiatives ran concurrently, none finishing, and the firm could not say which clients or services actually created value.
Architecture installed
80/20 concentration read across clients, services, and initiatives; portfolio exit plan; capacity reallocated to the highest-contribution work.
Multi-site professional services firm · 240 people · 6 offices — measured change over 18 months| Measure | Before | After (18 months) | Change |
|---|
| Gross margin | 31% | 39% | +8 pts |
|---|
| Revenue concentration in top-quartile accounts | 44% | 71% | +27 pts |
|---|
| Active firm-wide initiatives | 5 | 2 | −3 |
|---|
| Revenue per professional | $186K | $233K | +25% |
|---|
22% of revenue was deliberately exited; margin and headcount productivity both rose without adding people.
Read the full case study →Family enterprise · second generation · 600+ employees
LEAD™ → GROW™ → ARC™ (Renew)
Before
Succession had been deferred for six consecutive years. The enterprise was dependent on one leader, and no successor had been assessed against the requirements of the future role.
Architecture installed
Successor readiness assessment, governance and decision-rights build, development plan against the future role, renewal cadence to protect the second curve.
Family enterprise · second generation · 600+ employees — measured change over 24 months| Measure | Before | After (24 months) | Change |
|---|
| Roles with a ready-now successor | 1 of 7 | 6 of 7 | +5 roles |
|---|
| Executive time on issues owned two levels down | ~70% | <20% | −50 pts |
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| Voluntary turnover, operations leadership | 18% | 9% | −9 pts |
|---|
| Forecast accuracy | 74% | 92% | +18 pts |
|---|
Ownership transition was executed on a planned timeline rather than in crisis, while the first curve was still strong.
Read the full case study →Client identities, brands, and locations are withheld under confidentiality. Metrics are client-reported and measured over the window shown; they describe those engagements and are not a projection of results for any other enterprise.
