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Brand	and	
Operations:
Two	Sides	of	
the	Same	Coin
STRATEGIES,	
TACTICS	&	OUTCOMES
Brand
Operations
How	can	we
maximize	our
potential?
So	what	
comes	first?
Brand	(top	down)
Operations	(bottom	up)
Faster
Cheaper
Higher	quality
Innovation
Brand	(top	down)
Operations	(bottom	up)
Competitive	
Strengths
Market	Demand
or	Gaps
Brand	(top	down)
Operations	(bottom	up)
Synchronicity
Opportunities
Competitive	
Leverage
Operating	better	
than	before
The	ProAction Group	Overview
• We	serve	consumer	product,	manufacturing	and	distribution	
companies.
• We	improve	EBITDA,	working	capital,	competitive	positioning	
and	organizational	effectiveness	by	adding	an	increased	focus	
on	operational	excellence.
• We	act	as	a	resource	extension	to	owners	and	management	
teams	by	providing	operational	expertise,	resources,	and	
tools	to	help	maximize	performance.
• We	get	measureable	and	sustainable	results.	We	identify	
and	quantify	opportunities,	then	turn	them	into	reality.
Core	Capabilities
Manufacturing
Operations
• Lean	enterprise	/	Lean	manufacturing
• Outsourcing	/	Asset	rationalization
• Quality	systems	and	process
• Inventory	and	materials	management
• Value	Engineering
Supply	Chain
Operations
• Sales	&	operations	planning	(S&OP)
• Strategy	development
• Supplier	development
• Asia	/	Global
• Logistics (freight,	warehousing	and	planning)
Sales	Operations • Pricing	strategies, processes	and	disciplines
• Customer	and	product	profitability
• Channel	strategies	and	management
• Product	development	process
Stages
Assessment	
Phase
• Identify	and	quantify	opportunities	to	
increase	EBITDA,	improve	competitive	
position	and	reduce	working	capital
• Identify	and	quantify	opportunities	
in	the	operations	and	management	
processes
Preparation	
of	100	Day	
Strategy
• Participate	in	Strategic	Planning	
Process
• Facilitate	management	process	to	
develop	supply	chain,	manufacturing,	
distribution,	quality	and/or	sourcing	
strategies	/	project	plans	as	needed
Stage	1
Assess
Stage	2
Plan
Stages
Implement
Strategy
• Lead	management	team	through	stabilizing	
the	business	operations	(as	needed)	and	
realizing	the	future	state
• Implement	specific	projects	and	processes	
requested	by	mgmt /	ownership.
• Help	the	company	institutionalize	the	
habit	of	improving
Ensuring
Sustainability
• Transition	to	a	coaching	/	
monitoring	role
• Support	specific	initiatives	as	
appropriate
• Help	prepare	the	company	for	
financial	events
Stage	3
Execute
Stage	4
Sustain
ProAction Group
Case	Studies
Case	Study:	Packaging	Company
Assessment	
Phase
• Identified	~$1	million	in	EBITDA	
improvements
• Documented	the	savings,	
communicated	with	investment	
committee	and	financing	partners
• Information	helped	the	PE	firm	
better	assess	investment	opportunity	
and	develop	a	strategic	plan.
Preparation	
of	100	Day	
Strategy
• Participated	in	Strategic	Planning	
Process
• Facilitated	management	process	to	
develop	manufacturing	and	sourcing	
strategies	/	project	plans
Pre
Close
At
Close
Case	Study:	Packaging	Company
Implement
Strategy
• Led	management	and	personnel	
through	lean	implementation	and	
global	sourcing	efforts
• Realized	nearly	$2	million	
in	annual	EBITDA	gains
• Increased	customer	service	levels
• Operating	Capacity	increased	
by	over	20%
Ensure	
Sustainability
• Company	is	now	leading	the	efforts	
on	their	own
• Realized	~$1	million	of	saving	from	
additional	lean	and	global	sourcing	
projects
Year	1
Years
1	&	2
Case	Study:	Distribution	Company
Assessment	
Phase
• Identified	~$2.7	million	in	EBITDA	
and	$6.5	million	in	working	capital	
improvements
• Identified	opportunities	to	increase	
order	fulfillment	levels	from	mid	80’s	
to	over	95%
• Documented	opportunities	to	consolidate	
facilities	and	reduce	square	feet	utilized	
by	over	250,000	sq ft
Preparation	
of	100	Day	
Strategy
• Led	the	management	team	through	
prioritizing	improvements	to	realize	
the	future	state
• Developed	a	6	month	implementation	
plan	and	timeline	with	management
Pre
Close
At
Close
Case	Study:	Distribution	Company
Implement
Strategy
• Led	management	and	personnel	through	
inventory	planning,	lean	implementation	and	
sales	&	operations	planning	(S&OP)	efforts
• Within	6	months:
• Realized	over	$3	million	in	annual	
EBITDA	gains
• Increased	customer	service	levels	
to	over	97%
• Inventory	turns	increased:	3.8	to	4.3
Ensure	
Sustainability
• Company	is	now	leading	the	efforts	on	
their	own
• EBITDA	gains	will	surpass	$5.3	million	
annually
Year	1
Years
1	&	2
Case	Study:	Heavy	Equipment	Manufacturer
Assessment	
Phase
• Identified	the	means	for	the	company	to	increase	
EBITDA	margins	from	32%	to	36%.		Specifically,	
we	identified	the	opportunity	to:
• Consolidate	facilities	through	lean	
manufacturing	processes
• Reduce	product	cost	and	increase	
manufacturability	and	quality	through	
value	added	engineering	processes
• Reduce	scrap,	back	orders,	expediting	
costs	and	lost	sales	during	new	product	
roll	outs	(PPAP	processes)
Preparation	
of	100	Day	
Strategy
• Led	the	management	team	through	
prioritizing	improvements	to	realize	
the	future	state
Pre
Close
At
Close
Case	Study:	Heavy	Equipment	Manufacturer
Implement
Strategy
• Implemented	Lean	and	Quality	
improvements	that	led	to:
• 14%	reduction	in	labor	costs,	25%	
reduction	in	floor	space	utilized.
• Implemented	single	piece	flow
• Increase	in	EBITDA	from	32%	to	36%.
• Dramatic	reductions	in	delays,	scrap	
and	rework	costs	linked	to	new	
product	roll	outs.
Ensure	
Sustainability
• One	on	one	coaching	and	mentoring	
for	plant	managers	led	to	continuing	
improvements	after	project	completed
• Company	is	now	leading	the	efforts	
on	their	own
Year	1
Years
1	&	2
Operational	implications
for	brand:	sustainable
competitive	advantage
The	Monogram	Group	Overview
• We	serve	financial	and	professional	services,	manufacturing	
companies	and	NFPs	(e.g.,	education,	arts,	NGOs).
• We	reposition	brands	for	business	performance	by	determining	
the	optimal	position	and	messaging	to	a	diverse	audience	
map,	then	build	a	best-in-class	marketing	toolkit	for	sales	and	
marketing	staff	and	channel	partners.
• After	repositioning,	we	create	go-to-market	strategies,	schedules	
and	content	to	push	the	new	brand	in	front	of	core	audiences.
• We	get	measureable	and	sustainable	results.	We	identify	
and	quantify	opportunities,	then	turn	them	into	reality.
What	is	a
brand?
An	idea.
A	promise.
A	relationship.
The DNA of	
an	organization.
Company	Facts
2016	rev:	$16.8	billion
Stores	worldwide:	
22,519	in	70	countries
51%	stores	company-owned
10%	of	revenue:	
franchised	locations
Case	Study:	Starbucks
Brand	Facts
Beverage	provider
offering	a	more	typical	
coffee	house	experience
A	social/business	destination
(Schultz’s	idea	of	a	“3rd	Place”)
Selling	mass	customization,
prestige	and	social	responsibility
Customer
Experience
Environment
Packaging
Website
• Audience	mapping
• Market	research:	internal	and	external
• Competitive	audit
• à Insights	and	opportunities
• Selection	of	brand	idea	&	positioning
Inputs	into	a	Differentiated	Brand
The	Foundation	of	a	Strong	Brand
Case	Study:
NorthPoint
Technical	Services
NorthPoint Technical	Services	was	formed	in	April	
2018	when	Siemens	Motor	Centres was	carved	out	
by	Lion	Equity	Partners	from	a	divestiture	of	Siemens	
Canada	Limited.	
The	company	now	operates	as	a	stand-alone	business	
that	benefits	from	decades	of	technical	expertise,	
a	national	footprint	and	a	strong	reputation	for	quality	
and	customer	service.	
Case	Study:	NorthPoint
Key	Facts:
• Very	localized,	relationship	driven	business
Services	offered	and	product/industry	knowledge
• Competitors	at	all	sizes,	from	Ma	&	Pa	operations	to	
large	regionals
• Various	sales	and	marketing	tactics	are	employed,	
but	the	bar	is	set	low	in	the	category
• Audience	map:	Corporate	decision	makers	and	
plant	managers	at	local	facilities
Case	Study:	NorthPoint
What	sets	NorthPoint apart?
• Exceptional	technical	skill	and	customer	service
• Long	tenured	team	with	strong	institutional	
knowledge	of	equipment	and	customers
• Local	knowledge	(customers	and	industries)
• Interoperability	of	personnel	and	equipment	
that	can	be	transferred	across	locations
• But…
• Higher	price	points	(~10%)	compared	to	competitors
Case	Study:	NorthPoint
What	were	the	operational	implications	for	the	new	brand?
• Greatest	capacity	and	problem	solving	ability,	due	to	
largest	footprint	and	most	diverse	skill	set	&	equipment
• Faster	turnarounds:	24/7,	do-what-it-takes	culture	
• Problem	solvers,	not	just	order	takers
• Highest	craftsmanship	and	pride	of	workmanship	
across	the	footprint
• A	value	proposition	of:	More	for	More
Case	Study:	NorthPoint
Brand	Message:
We're	the	best	because	
we're	never	satisfied.	
Case	Study:	NorthPoint
Individual	Locations
Shop	Floor	Craftsmen
Brand
Case	Study:	NorthPoint
Brand	and	Operations:
The	Same	Team
Brand	&	Operations:	The	Same	Team
When	brand	is	
performing	well,	
it	takes	pressure	
off	operations
When	operations	
are	performing	well,	
it	takes	pressure	
off	of	brand
Both	are	always	
working	together,	like	
offense	and	defense,	
part	of	the	same	team
Operations Brand
• Operations	can	create	
marketable	opportunities:
lead	time	flexibility,	product	quality	
levels,	cost	structure,	innovation
• Operations	can	be	adjusted	to	
support	brand	and	marketing	goals
Brand	&	Operations:	The	Same	Team
OperationsBrand
• Brand	offers	objectives	and	ideas	
for	operational	innovation
• A	consistent,	clear	brand	message	
creates	internal	focus	and	shared	goals
• A	change	or	upgrade	in	brand can	
boost	employee	morale	and,	therefore,	
productivity	and	efficiency
Brand	&	Operations:	The	Same	Team
Is	your	portfolio
operating	on	all	cylinders?
How	can	you
maximize
potential?
Thank	you.
Question	and	
comments?

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