1.
Brand and
Operations:
Two Sides of
the Same Coin
STRATEGIES,
TACTICS & OUTCOMES

2.
Brand
Operations
How can we
maximize our
potential?
So what
comes first?

3.
Brand (top down)
Operations (bottom up)
Faster
Cheaper
Higher quality
Innovation

4.
Brand (top down)
Operations (bottom up)
Competitive
Strengths
Market Demand
or Gaps

5.
Brand (top down)
Operations (bottom up)
Synchronicity
Opportunities
Competitive
Leverage

6.
Operating better
than before

7.
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.

8.
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

9.
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

10.
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

11.
ProAction Group
Case Studies

12.
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

13.
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

14.
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

15.
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

16.
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

17.
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

18.
Operational implications
for brand: sustainable
competitive advantage

19.
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.

20.
What is a
brand?

21.
An idea.
A promise.
A relationship.

22.
The DNA of
an organization.

23.
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

24.
Customer
Experience

25.
Environment

26.
Packaging

27.
Website

28.
• Audience mapping
• Market research: internal and external
• Competitive audit
• à Insights and opportunities
• Selection of brand idea & positioning
Inputs into a Differentiated Brand

29.
The Foundation of a Strong Brand

30.
Case Study:
NorthPoint
Technical Services

31.
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

32.
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

33.
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

34.
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

35.
Brand Message:
We're the best because
we're never satisfied.
Case Study: NorthPoint

36.
Individual Locations
Shop Floor Craftsmen
Brand
Case Study: NorthPoint

37.
Brand and Operations:
The Same Team

38.
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

39.
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

40.
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

41.
Is your portfolio
operating on all cylinders?
How can you
maximize
potential?

42.
Thank you.
Question and
comments?