Family office purchased and established a closely held hurricane shutter and aluminum roofing manufacturer with significant construction, logistics and transportation issues.
Operating for 10 years, it had been through 8 CEOs and remained a “money pit” with dysfunctional management, poorly organized, inadequate accounting, control and business process systems, no organized marketing effort, poor employee utilization, morale concerns and misalignment.
As Interim CEO, conducted a top to bottom organizational restructuring.
Placed metal roofing under the management of an experienced manufacturing professional.
Realigned 2 separate sales forces into one homogenous sales group led by a capable sales manager.
Initiated a management review of project estimating, construction practices and management, and billing.
Implemented construction software solutions.
Successfully reorganized companies from shop floor to front office while resolving latent contractor and customer issues.
Installed a highly functional, accountable management and operational structure.
Resolved communication barriers with key management team members.
New markets were opened, operations improved, and the organizations were stabilized.