Situation:
Frequent leadership changes — with CEOs staying no longer than 1–1.5 years — created significant challenges for this B2B company. Key problems included declining sales and profitability despite having several unique products, misalignment between departments causing confusion among staff and clients, unclear tasks, and lack of defined performance metrics.

What We Did:

• Two months before the project began, we conducted team interviews to understand responsibilities, awareness of current and future tasks, understanding of the company strategy, and asked, “What would you like to improve?”
• After two months, we organized a two-day workshop with senior management to present findings and plans for the upcoming period.

These steps helped both the team and leadership identify major issues related to communication, task clarity, and the KPIs necessary to achieve desired results.

• Over the next three months, we worked to establish transparent and trust-based communication between departments and coordinated cross-departmental collaboration.
• Strategic projects were launched involving multiple departments.
• For the first time in years, the product portfolio was assessed and shared with the team and partners to communicate key strategic goals for the coming years.

Result:

• Within seven months, sales grew 8–15% per month on average.
• Market share increased by 4% through geographic expansion.
• All this occurred while the CEO was absent for four months due to personal reasons.