Dynamic and creative entrepreneurs running a high-revenue business were nonetheless unable to turn a profit
The strengths of the primary executives were found to be misaligned with their roles. Redistributing key responsibilities substantially improved productivity and reduced friction due to misunderstandings. Some functions were outsourced and operations were structured through the right combination of processes to improve efficiency. A long-term strategy for growth was introduced. Employees were oriented on renewed objectives so that there was improved clarity on what was expected.
80% increase in sales, 12% increase in profits in 6 weeks