The team had product-market fit and a clear growth plan, but the operating model had not been redesigned since the company was a third of its current size. Weekly cadence was inconsistent across functions, ownership of cross-team initiatives was unclear, and the expansion motion that had been a Q3 priority kept slipping.
We started with a structured discovery — three weeks of interviews, instrumentation, and process mapping — to pinpoint where leverage actually sat versus where the team assumed it sat. The diagnosis revealed that two of the top five strategic priorities were quietly orphaned, and that the leadership team’s weekly review was reporting on lagging indicators that left no time for course-correction.
We then redesigned the operating system around a single weekly cadence, three clearly-owned strategic priorities, and a leading-indicator review with explicit decision rights. We paired the design with hands-on implementation: rewriting the weekly meeting agenda, coaching three new accountable owners, and instrumenting the metrics that mattered.
By week ten the expansion motion shipped, average cycle time dropped 42 percent, and the leadership team’s decision-to-action gap closed from five days to one. The new cadence has held through two subsequent quarters.
