Operations Rebuild, Capital Equipment Manufacturer

The problem

Sales, marketing, project management, and customer service each ran their own way, so nothing connected. Leads arrived and nobody could say which were real. Reps answered RFQs instead of advising. Leadership couldn't tell whether the pipeline was healthy until revenue showed up two quarters later.

The constraint

A technical product with a long consultative cycle, sold through distributors across dozens of countries, where the end user often isn't the buyer.

What I did

Rebuilt operations across all four functions as one system. Built the interdepartmental frameworks, designed the customer acquisition system, established the brand positioning. Built out international distribution across 40+ countries.

What happened

Four functions that ran four separate ways became one connected system. Distribution grew to more than 40 countries, leadership gained a pipeline it could finally read and trust, and the revenue engine stopped depending on any single person to hold it together.

• Operations
• Revenue systems
• Channel strategy
• Positioning