We help manufacturing and distribution organizations build the operating structure, decision clarity, and leadership accountability required to grow profitably — at any scale.
Manufacturing and distribution businesses face a version of the same structural problem — regardless of size.
In both cases, the challenge is structural — not effort, not talent.
We embed with your leadership team to build the operating clarity and accountability structure that matches the scale and complexity of your business.
A $500M+ industrial distributor operating at 12–13% EBITDA with a clear structural path to 15% — representing $12–17M in improvement. The core challenge wasn’t effort. It was a structural tension between sales and operations: pricing and service commitments negotiated deal-by-deal, without cost-to-serve visibility to understand the trade-offs being made. Sales was winning business. Operations was delivering against commitments. But without shared economic guardrails, the result was margin erosion, operational complexity, and unclear accountability. We designed a commercial and procurement operating model that separated roles, defined decision rights, and gave leadership earlier visibility into margin performance. The approach followed a deliberate sequence: clarify ownership first, then optimize workflows, then enable automation — building capability the organization owns and sustains.
Owner-led manufacturing and distribution businesses in the $5M–$50M range
Mid-market and enterprise organizations navigating growth, margin pressure, or operational complexity
Leadership teams experiencing misalignment between sales, operations, and financial performance
Organizations that have grown beyond their current structure and need a scalable operating model
