Driving Scalable Growth and Operational Efficiency in a Manufacturing Firm

CASE STUDY

When we first engaged, the manufacturer was operating at full capacity but barely breaking even. The leadership team was bogged down in day-to-day production issues and lacked clear visibility into unit economics and departmental profitability. Lead times were long, overtime costs were rising, and the company had missed several large contract opportunities due to quoting delays.

Key issues:

Poor job costing and little understanding of true gross margins by product line
Manual quoting and scheduling processes causing delays and inconsistencies
High employee turnover on the shop floor
Excessive inventory and inconsistent procurement practices
No succession or exit strategy despite owner nearing retirement age

CASE STUDY

Key issues:

Poor job costing and little understanding of true gross margins by product line
Manual quoting and scheduling processes causing delays and inconsistencies
High employee turnover on the shop floor
Excessive inventory and inconsistent procurement practices
No succession or exit strategy despite owner nearing retirement age

CASE STUDY

Key issues:

Poor job costing and little understanding of true gross margins by product line
Manual quoting and scheduling processes causing delays and inconsistencies
High employee turnover on the shop floor
Excessive inventory and inconsistent procurement practices
No succession or exit strategy despite owner nearing retirement age

OUR APPROACH

01.

Financial Clarity & Cost Control

02.

Process Efficiency & Production Flow

03.

Workforce Stability & Culture Development

04.

Sales Expansion & Strategic Partnerships

05.

Ownership Transition Planning

THE RESULTS (after 3 years)

Over a three-year engagement, the company saw dramatic operational and financial improvements. Revenue grew 50% from $7.5M to $11.3M, while gross margin rose from 21% to 35%, driving EBITDA up more than fivefold from roughly $300K to $1.6M. Operational efficiency gains were clear: on-time delivery improved from 72% to 96%, and average quoting time dropped from nearly a week to just 24–48 hours. Employee turnover decreased from 38% to 22% annually, and inventory carrying costs were reduced by over 40% ($900K to $520K). Together, these improvements enhanced company valuation significantly, with the EBITDA multiple expanding from 3.5x to 5.75x.

“Before working with this team, we were working hard but flying blind. Now we have control over our margins, our people, and our future. Our shop runs like a machine—because we finally built one.”

— President, Fabrication Company