The problem: What the client needed
A fourth-generation family-owned architectural building products and services firm needed help aligning management and shareholders so they could clarify plans for future growth and diversification.

The board of directors recruited new management – including the company’s first CEO from outside the family – to turn around operations and position the business for growth. The strategy was working well, but when the management team began to look into more aggressive growth initiatives – including a merger or acquisition – the family-led board became concerned about potentially eroding the firm’s long and deep commitments to community and employees.

Management then sought assistance in the development of processes and screening filters to proactively pursue potential growth initiatives in such a way that they would be consistent with the company’s history and value system. They also wanted help in objectively identifying and articulating the company’s core competencies and value drivers for presentation to the board.

The solution: What we did
Trinity principals developed realistic merger and acquisition filtering screens based on the company’s core competencies and value drivers, derived from in-depth, effective meetings with the company’s senior executives.

With management open to growth alternatives – and armed with the information to make critical decisions – Trinity then orchestrated two management meetings focused on how to move the company forward, using as the foundation the values on which it was built. Communication skills and facilitation allowed new management to communicate effectively with the business’ long-time employees.

The results
Using processes and screening filters with which both management and owners are comfortable, the management team is intensely focused on building a high-performing organization. Through product line diversification, it has smoothed out previously cyclical business, and is looking carefully at growth and diversification alternatives that include acquisitions and strategic partnerships.

With everyone “on the same page,” the management team is highly motivated to maintain excellent operating results while building a stronger company for future generations of the family business. The board, in turn, is more aware of the need for management to explore and implement diversification alternatives to ensure future growth and enhance cash flow.

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