Building Products Enterprise — Transformation: $4.5B result

Where they started

The company was preparing for sale while profitability and siloed operations were internal concerns.

What the engagement focused on

The engagement focused on profitability and breaking down siloed operating practices as the company prepared for a transaction.

• Improve profitability and operating alignment during a critical strategic transition.
• Translate the business objective into operational measures the team could manage.
• Focus improvement at the point where work was performed rather than relying on isolated events.

What changed

• The company was ultimately sold for $4.5B.
• Company ultimately sold for $4.5B
• The improvement was tied to the business problem identified at the start of the engagement.