Transforming BusinessSolutionsBusiness Growth | Turnaround | Execution
Transforming Business
One fully developed example. Additional case studies will be added here over time without changing this page's structure.
What appeared to be wrong: Leadership believed this was a sales problem. Pipeline activity looked healthy, but revenue had plateaued for two years.
The underlying constraint: A 30-day holistic assessment across sales and operations found no shared KPIs between the two functions, and a quoting process that was quietly costing the company margin on every job.
What Terry led: A 45-day action plan with named owners, weekly checkpoints, and a small set of KPIs both teams could see for the first time.
What changed: Sales and operations began working from the same numbers. The quoting process was corrected to protect margin on every job going forward.
Result: A stalled business with a clear, shared operating rhythm and a corrected margin leak, achieved through a structured 30–45 day assessment and action-plan model informed by more than 30 years of operating and business leadership experience.
Why it matters: The visible symptom (a sales problem) was not the actual constraint. Fixing the real issue required looking across functions, not treating sales in isolation.
TBS helps leaders move beyond assumptions and strategy decks to identify what is actually constraining the business and determine what needs to happen next.
Concise, supportable examples from across a 30+ year career. Full case studies for select engagements will be developed here over time.
Built a BAS hardware and recurring-revenue business from $0 to approximately $2M in two years before acquisition.
Helped grow a controls/BAS business from approximately $12M to $56M.
Led the launch of a new product platform in the HVAC/industrial equipment space, taking it from development through a successful market introduction.
Reduced a seven-year product-development cycle to approximately 18 months using Stage-Gate and voice-of-customer discipline.
Held senior leadership responsibility within a large global industrial organization, with P&L and team scope spanning hundreds of millions of dollars in revenue and a large multi-functional team.
Developed and commercialized software-enabled and recurring-revenue offerings within industrial and controls-related businesses.
Roles and advisory work spanning manufacturing, industrial controls, and private equity, across a 30+ year career.