What measurable enterprise value has been created?
Every executive engagement produced measurable enterprise value under different business conditions.
Rather than beginning with conclusions, let's begin with the measurable value created.
Let's begin with the first measurable enterprise result.
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John A. Dalsin & Son
General Manager • Commercial Roofing • Minneapolis, Minnesota
John A. Dalsin & Son
Measured Enterprise Outcomes
John A. Dalsin & Son sought executive leadership capable of improving operational performance, organizational capability, and sustainable growth.
The measurable enterprise value created included:
Increased booked revenue from approximately $1 million to more than $21 million in approximately 60 days.
Established executive forecasting and backlog visibility supporting confident operational planning.
Increased estimating capacity through creation of a dedicated CAD and takeoff capability.
Standardized executive operating rhythms across sales, estimating, operations, project management, and field execution.
Built organizational systems supporting continued enterprise growth.
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The organization gained stronger operating systems, improved organizational visibility, greater execution discipline, and increased organizational capability supporting future growth.
Boelter Window, Siding & Roofing
Measured Enterprise Outcomes
Boelter Window, Siding & Roofing was acquired with the objective of transforming a well-known but distressed company into a stronger, more valuable enterprise.
The measurable enterprise value created included:
Increased annual revenue from approximately $1.8 million to more than $7.4 million.
Reduced the average sales cycle from approximately 77 days to 15 days.
Transformed paper-based operations into integrated digital business systems.
Established scalable operating systems supporting continued organizational growth.
Built organizational capability across sales, operations, customer experience, and executive leadership.
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The organization became significantly stronger, more scalable, and better positioned for long-term enterprise value creation.
Nortech Systems
Measured Enterprise Outcomes
Nortech Systems sought executive leadership capable of improving operational performance while building long-term organizational capability.
The measurable enterprise value created included:
Restored an unprofitable manufacturing operation to sustained profitability.
Increased manufacturing capacity while improving operational performance.
Integrated engineering and manufacturing into a more effective operating model.
Reduced operational complexity through standardized business systems and disciplined execution.
Strengthened organizational capability by developing leadership, improving accountability, and establishing sustainable operating disciplines.
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The organization became more profitable, more capable, and better positioned to sustain long-term operational performance.
Capstone
Measured Enterprise Outcomes
Capstone sought executive leadership capable of improving enterprise execution across product development, engineering, operations, and commercial functions.
The measurable enterprise value created included:
Increased enterprise execution capability through standardized project and portfolio management disciplines.
Improved cross-functional alignment across engineering, operations, sales, and executive leadership.
Established scalable business systems supporting consistent execution across complex product development initiatives.
Increased organizational visibility into enterprise priorities, resources, and execution performance.
Strengthened organizational capability.
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The organization became better aligned, more predictable in execution, and better equipped to deliver complex enterprise initiatives.
Navitor / Taylor Corporation
Measured Enterprise Outcomes
Navitor sought executive leadership capable of integrating multiple manufacturing operations into a unified enterprise.
The measurable enterprise value created included:
Established a scalable enterprise platform supporting operations across eight manufacturing facilities.
Created the foundation for a scalable white-label e-commerce platform through development of a custom enterprise solution for Home Depot.
Improved enterprise integration by aligning operations, technology, customer experience, and business systems.
Increased organizational capability through standardized enterprise operating processes.
Generated approximately $16 million in measurable business value through enterprise transformation initiatives.
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The organization became more integrated, more scalable, and better positioned to deliver consistent enterprise performance across multiple operating locations.
What measurable enterprise value has been created?
You've now examined measurable enterprise outcomes across several very different organizations.
Different industries.
Different executive responsibilities.
Different business challenges.
Different starting conditions.
Yet the results begin to feel strangely familiar.
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What are you noticing?
MORE VISIBLE
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MORE ALIGNED
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MORE CAPABLE
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MORE SCALABLE
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STRONGER
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MORE VALUABLE