Andrew

14-person team
total dependency
distributed
new south wales

before

rent had doubled overnight. the business was operating at 30% capacity. the founder had made the decision to close. not considering it, decided. the call came looking for help winding down, not turning around. every client relationship, every service decision, every sales conversation, every staff issue routed through one person. it was not a market problem. it was an architecture problem. the market still had demand. the business just couldn't access it because the founder was the operating system and the operating system was overwhelmed.

the shift

the structural problem was diagnosed before any tactical changes were made. decision rights moved. the team was given authority to operate without the founder as the default answer to every question. client relationships were distributed. a sales process was installed that didn't require the founder to close every conversation. operating rhythm built in the first 90 days.

after

within 90 days the business moved from 30% to 60% capacity. within 150 days it reached 89% capacity. the founder purchased two additional locations within three years. sold the entire group for a seven-figure valuation within three years of the day they had decided to close the doors.

the lesson

the business wasn't the problem. the architecture was. and architecture can be changed in 90 days.

Transformation metrics

Hrs per week in operations

55–60

Under 20
Consecutive days off

0 in 3 years

42 across 9 weeks
Revenue

$1.5m

$8m in 15 months
Below-margin work

Regularly accepted

Eliminated
capacity utilisation

30%

89% within 150 days
locations

1 at risk of closure

3 operational
exit outcome

planned closure

7-figure group sale
time to first structural shift

90 days
decision dependency on founder

near total

distributed

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