Our client is an education technology non-profit based in the Midwest that has been in operation since 2017. We started working with them in early 2020 focused on business development for their platform internationally. As the business continued to grow, they recognized the need for strong technology strategy and leadership to guide platform development. We took on the product management & strategy role as well as advising on technology architecture and software development. During this time, several key platform capabilities were released such as Platform as a Service (PaaS), updated marketing website and improved mobile app. The structure provided through platform roadmaps, bringing in Agile methodologies and focus on sustainable software architect helped make optimum decisions, accelerated product development and provided much needed visibility to management.

• Product enhancements drove a 100% increase in customer engagement
• Customer growth and engagement resulting in funders committing ~$4M for next fiscal year
• Product roadmap developed for decision making and to optimize allocation of resources
• Released updated marketing website in time for back to school marketing efforts
• Accelerated product development and releases such as the first ever SaaS product
• Installed Agile methodologies for product development and simplified tools usage
• Expanded software development capabilities by on-boarding low cost offshore development team

Our client is a second generation business within the medical equipment industry located in the Midwest. We were hired to help guide the CEO with instilling financial disciplines to drive predictable profitability, realign the sales organization and reimagine the operational structure. The business was exhausting its line of credit at an unsustainable level, they stopped owner distributions, sales were stagnant and profitability had diminished. We deployed our financial roadmap routines, elevated an internal team member to the new VP of sales and developed new organizational routines within the Operation and beyond for compounding efficiency gains. We also brought in Six Sigma disciplines to establish their annual strategic planning process to drive clarity and accountability.

Results:

• Improved profitability to the highest ever in their 32 year history
• Removed the LOC as a backstop to operate the business
• Instilled an annual Strategic Planning Program tied to long-term success
• Realigned the organization structure and hired a first ever Director of Operations
• Realigned the sales organization to operate more efficiently resulting in top-line sales improving by 20%
• Deployed a new ERP leading to improved visibility, efficiencies and controls

Our client is a family owned attraction facility located in Michigan that has been in operation since 2018. We started working with them in early 2019; initially focused on incorporating financial disciplines, leadership best practices and deploying digital marketing activities. During the pandemic we were forced closed for nearly a year. While that year was very challenging it also provided us with time to redevelop our strategic plan and execute on it quickly as the economy reopened. To that end, we hired a seasoned GM to improve operations, consolidated debt and restructured lease agreements to improve cashflow. We also improved our customer acquisition by expanding membership offerings and doubling down on digital marketing through enhanced social, a revamped website and the launch of Google ads.

Results:

• 2021 revenue increased 31% over 2019
• Q1 2022 revenue highest in company history
• Highest profitability in the history of the company
• Refinanced all outstanding debt to maximize cash flow
• Increased annual memberships 10X
• Remove angst around cashflow & provided long-term strength