Firm's organizational structure had no clear reporting lines or job boundaries. Owners were at odds over daily operation processes. Annual turnover was almost 30% and morale was low. Managers resisted organizational restructure and blamed ownership for poor performance and morale.

Introduced employment screening and placement tool adopted by managers leading to right-fit activities for new placements and promotional opportunities. Restructured administrative assistant pool to better match interests and personalities with divisions.

After 90 days on job, presented owners with report and recommended need to remove selves from daily operations, hold managers accountable for respective employees, and reorganize staff into functional service areas. Plan created five discrete work teams and a new manager position and provided team and staff development with functional disciplines.

Six-month post-implementation survey revealed increased morale of 30%. Productivity increased 10% with no staff turnover. Owners reported increased job satisfaction due to ability for them to now focus on their respective core skill sets.