Building a Scalable Operating System Post-Acquisition

Client Context

Precision manufacturing business acquired by a global industrial platform (~$60M revenue at acquisition).

The Challenge

Following acquisition, the business needed to scale execution under a new operating model while meeting higher performance expectations. Leadership expectations were inconsistent, organizational design did not fully support flow or accountability, and execution depended too heavily on individual leaders rather than repeatable systems.

What We Built:

• Leadership values and behaviors aligned to performance expectations
• Organizational redesign around value streams
• Leadership capability to operate the new model
• Strategy deployment and review cadence
• Daily management and continuous improvement routines

What Changed:

Leadership behavior became consistent and predictable. Decision-making accelerated, accountability improved, and execution shifted from individual heroics to system-driven performance.

Business Impact:

• Revenue growth from ~$60M to ~$170M
• Sustained operating improvement
• Strong internal leadership bench
• Successful exit with multiple expansion

Capabilities Built:

High-performance culture • Organizational design for execution • Leadership bench strength • Lean operating model