The challenge
The firm had a vision but not a shared one, and a team that kept outgrowing the way it was run. Great ideas would surface in a meeting and then never get implemented. Nobody was quite sure who owned what, or how to grow without everything getting tangled in the people side. That's a Dynamic problem wearing a Design problem's clothes: as you add people, managing them becomes the bottleneck, and the business starts leaning on whoever's willing to hold it together.
What changed
We read the business across all three sides and built the weak ones with them. Clear priorities so the team rowed toward one destination. A weekly and quarterly rhythm that made goals visible and decisions stick. The accountability and data to know exactly who to hire for which seat and how well each one was doing. The work wasn't a binder of best practices. It was structure, installed until it held on its own.
The result
Five times the top line. Five times the profit. As Gavin Filasek, a partner at the firm, put it: "This work has made a world of difference in all facets of our business. We speak differently, we have much more confidence, we know exactly who we need to hire for which seats... I don't know how we were doing this beforehand."