Friday, February 14, 2014 by julie
SITUATION - A privately-held company is looking to grow annual revenues from $15+ million to $50+ million within 4 years. The company's growth would come from building capabilities to 'own' more of the value stream within its industry. The company needed to acquire talent to support this rapid growth organically and through acquisition, and to build a scalable infrastructure that optimized business operations.
ACTIONS - B&B conducted several on-site meetings with the existing leadership team. In these sessions, B&B documented existing operations (revenue channels, go-to-market strategy, business development activities, manufacturing processes, technology and reporting infrastructure, and much more) and outlined the downstream business model to meet growth objectives. As part of these discussions, the organization structure and design was developed, inclusive of talent acquisition and development needs.
RESULTS - B&B was contracted to acquire 3 key leaders to support this business evolution. The first priority was placed on hiring a new VP of Manufacturing. B&B identified, evaluated, and presented several candidates within two weeks of the search start date (12/06/13). After completing four rounds of interviews, a new VP of Manufacturing was hired on 1/30/14. B&B has just initiated the process to identify the second key leader.
This case study proves our process works.