The client organization enjoyed a multi-year trend of explosive growth, and subsequent stresses on its business systems and fundamental strategy. Wide gaps in performance had begun to surface across different markets and geographies, and the client also saw significant challenges in sustaining growth through new product and market development.
Triaxia has partnered with this financial services client, participating at critical points in internally led initiatives to redesign critical processes, develop new organizational designs and clarify target markets, all in a way designed to help the organization cope with and sustain rapid growth.
A division with a strong legacy of customer service and solid financial results serving the manufacturing aftermarket through a network of company-owned and independent stores. At the same time, sustaining current results was proving to be more and more difficult.
When combined with significant increases in competitive intensity, as well as fundamental shifts in consumer markets, the division affirmed the need to rethink its overall approach to the market, and the clarity of its strategic plan.
Triaxia took on the role of an outside facilitator in assisting the division’s senior leadership in preparing its first documented strategic plan. Triaxia was also asked to help design a comprehensive communication strategy to ensure widespread understanding and commitment to the new direction. While the company had used some outside planning help in the past, management concluded that a successful effort required a customized approach, and clear internal ownership of the entire process. As a result of this joint effort, this business unit now has a sharply defined definition of its target customer, a clear set of long-term goals and objectives, and an emerging model for assuring accountable execution against four clear strategic priorities.
A family trust manages an array of agribusinesses, but had accumulated debt significant enough to merit rethinking the earnings potential of its current land holdings. At the same time, the trust’s leadership had to manage an array of competing and increasingly complex family interests.
Triaxia worked with family members and outside directors to help develop a plan that pursued a fundamental shift in the family business toward a holding company model. As a result, the family agreed to pursue a $100 million diversification effort with the potential to eliminate current debt and quadruple the annual returns of family investors.
A business that is one of the largest in a diverse portfolio of “low-tech” enterprises owned by a venture capital consortium. It had aspirations to grow the business aggressively over the next five years, but had struggled to find the right combination of strategy and organizational capacity. Given its historical focus on customers in the energy sector, the company also saw a significant need for product and market diversification to offset economic cycles.
Triaxia partnered with the venture capital owners and internal managers to develop an aggressive five year growth plan, outlining priorities and goals for both top-line growth and expense management. This planning effort also helped surface leadership and organizational gaps in the execution phase, leading to subsequent restructuring, leadership changes, and staffing shifts.
The client was a construction firm specializing in turn-key real estate and construction solutions for the banking industry. Because of increasing competitive pressures in its space and the changing landscape of banking (consolidation, electronic banking, grocery store branches, etc.), the firm was facing increasingly tough headwinds as it attempted to achieve its growth and profit objectives.
Triaxia Partners was retained to lead the firm through an extensive, year-long strategic planning exercise that addressed the following items:
The planning resulted in a decision to implement several low-cost ventures into adjacent real estate sectors. One initiative (nursing homes) generated revenues over the course of a few years that equaled nearly 25 percent of the revenues currently generated by the company’s core business. As a result of these successful prototypes, the organization formed several new operating divisions to pursue business in these adjacent spaces.