Results

Nationwide Equipment Rental Company

Case Study: Unity + Capacity Stuck

The Symptoms 

A successful equipment rental company with two regional hubs and four smaller operations was hitting a wall at one location. All 15 employees reported directly to a single overwhelmed facility manager. The owner could see significant growth opportunities but knew the current structure would collapse under the weight of expansion.

The Challenge 

Each location had historically operated semi-independently, but this specific operation had outgrown its flat structure. The manager was already over capacity, and the anticipated growth would only make things worse. The company needed scalable leadership, but nobody wanted to impose a “corporate” structure that might kill their entrepreneurial culture.

Our Collaborative Approach 

Rather than designing an organizational chart for them, we worked with the national team and local manager to solve this together. We started by defining the high-level goals for the operation (the “WHAT”) and identified three distinct areas within the business, each contributing to the overall goal in unique ways.

These operational areas became the foundation for the new structure, but here’s the key: we didn’t stop there. We identified leaders for each area and met with their teams to cascade the goals down through the organization. Each team worked together to answer the question, “How do we achieve our WHAT?” by identifying the necessary people, processes, and technologies.

The Results

The collaborative approach created buy-in because the team designed their own structure. The results spoke for themselves:

• Revenue improved 25% from FY22 through FY24
• Highest scores on the national engagement survey
  • Employee capacity increased due to better engagement and lower stress
  • Customer service improved significantly
• Scalable structure ready for anticipated growth

Next Steps The success provided a replicable model that was subsequently implemented in a second operation, laying the foundation for defining Hub, Branch, and Satellite Archetypes across the entire business.

Custom Construction Manufacturer

Case Study: Clarity + Capacity Stuck

The Symptoms 

This innovative manufacturer, led by a visionary owner, was at the forefront of integrating advanced manufacturing technologies into construction. The owner could see massive opportunities on the horizon but felt like the business was hitting invisible barriers. Despite having the vision and market position, they couldn’t scale execution to match the potential.

The Challenge 

The existing organizational framework simply wasn’t sufficient to support the expansion the owner envisioned. They needed to scale from their current level to handle much larger volumes of work, but previous attempts at strategic planning had stalled. The company had the vision but lacked the clear strategy and execution plan to get there.

Our Collaborative Approach 

Instead of creating another strategic plan that would sit on a shelf, we worked collaboratively with the leadership team to design their future together. Starting with the principal, we defined the overarching goals (the “WHAT”) of the business, then developed the initial strategies to support these objectives.

But here’s what made it work: we workshopped this strategic framework with each team, ensuring these goals cascaded through the organization one level at a time. Each team worked together to determine their role in achieving the bigger picture.

The Results 

The collaborative design process created a strategy the entire team owned and executed:

• Doubled project capacity from $20 million to $45 million in project value
• In-house manufacturing grew 30%
• Maintained innovation edge while scaling operations
• Clear execution framework for future growth

The company is positioned not just for this growth phase, but for continued scaling because the team understood and owned the strategic framework they had helped create.

Why These Results Happened

Both companies got unstuck because we didn’t impose solutions on them. Instead, we:

• Diagnosed the real problem – Not just symptoms, but whether they were stuck due to Clarity, Unity, or Capacity gaps
• Designed solutions together – Teams committed to executing strategies they helped create
• Built capability, not dependency – Each organization strengthened their ability to solve future challenges
• Focused on sustainable results – Because the solutions were collaborative, they continued working long after our engagement ended

Ready to Get Unstuck?

Every stuck company is stuck for different reasons. Take our quick diagnostic to identify whether you’re dealing with Clarity, Unity, or Capacity gaps – then let’s talk about designing your way forward together.