Industrial manufacturer · ~$140M revenue · 3 plants
Rebuilding the operating model of a $140M industrial manufacturer
Decision rights and one executive cadence lifted on-time delivery from 82% to 96% and EBITDA margin by 3.1 points in twelve months.
- Disciplines deployed
- FOUNDATION™ → SIMPLIFY™ → LEAD™
- Measurement window
- 12 months
- Measures reported
- 4
Before — present reality
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.
What moved, and by how much
| 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.
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.
Start with your own present reality
Every engagement above began with an honest read of the architecture already producing the results. Score yours, or schedule a conversation.
Share this
Share on LinkedIn- Multi-site professional services firm · 240 people · 6 officesConcentration read that lifted a services firm from 31% to 39% gross marginAn 80/20 read across clients, services, and initiatives let the firm exit 22% of revenue and raise margin without adding people.
- Family enterprise · second generation · 600+ employeesBuilding successor readiness in a second-generation family enterpriseReady-now successors went from one role to six of seven, and ownership transitioned on a planned timeline instead of in crisis.