The challenge
What the organization needed to solve
A mid-size industrial manufacturer in Northwest Indiana had grown 60% in three years through acquisitions but had never integrated its operating model. Leadership was making decisions from three different playbooks. Accountability was unclear, priorities shifted weekly, and the management team was burning out.
Our approach
How RSR created practical momentum
RSR conducted a 2-week operational diagnostic — interviewing 14 leaders, mapping decision rights, and auditing the planning cadence. We identified five structural misalignments and built a 90-day integration roadmap with clear owners, milestones, and a single operating rhythm for the leadership team.
The outcome
What changed
Within 90 days the leadership team was operating from one unified plan. Decision-making time on cross-functional issues dropped significantly, and the CEO reported the first quarter in two years where the leadership team finished a planning cycle without a major escalation.