From my own operating role, not an advisory engagement. Company names are withheld.
At a glance: April 2019 – January 2021 · CEO of the acquiring company, a venture-backed, multi-state operating company · Took direct operating control of the distributor
What was the situation?
The company I led acquired a distressed wholesale distributor operating from a single hub. The business needed to be stabilized quickly, then rebuilt to grow.
What was my role?
As CEO of the acquiring company, I took direct operating control of the distributor, with responsibility for its operations, team and brand relationships.
What did we do?
- Stabilized operations first. We steadied day-to-day operations so the business could serve its customers reliably.
- Rebuilt the team. We grew and reorganized the team around the work the business needed.
- Rebuilt the brand roster. We strengthened the set of brands the distributor represented.
- Expanded the footprint. We grew from one distribution hub to three.
What were the results?
- Stabilized and rebuilt within six months of taking operating control
- Expanded from one hub to three
- A team of 20+
- 12+ brands represented
What does this mean for your company?
When part of a business is in trouble, it needs someone with authority on day one: stabilize first, then rebuild to grow. That's the work of Interim Executive Leadership and Management & Execution engagements.
Ready to talk? Discuss an Engagement