- Situation
- A multi-market services group had grown faster than its operating model — unclear owners, fragmented reporting, and decisions stuck at the top.
- What we did
- Mapped decision rights, redesigned the management cadence, and set a sequenced plan for structure, systems and cost control.
- Outcome
- Leadership had one view of priorities, named owners for each workstream, and a 90-day path that management could actually run.





