Our Client commenced operations more than ten-years ago to provide glass shop point-of-sale systems to retail glass shops that install auto glass and perform residential/business glass replacement.  Since then significant events caused by the insurance industry have materially affected the profitability of individual glass shops.  Auto glass networks run by large glass wholesalers were formed to control business.  Our Client created an independent network with no vendor affiliation.  Both glass shops and insurance companies supported this network.  Our client then created audit software to determine if the claims submitted by glass shops were accurate.  The insurance industry liked the idea and our client audited claims for a number of insurance companies.  Today, they enjoy significant revenue from providing direct claim administration service to insurance companies for both auto glass and casualty claims.  They also provide aftermarket support to Visteon, Ford’s after market supplier of parts.  They are internationally recognized in both the glass and insurance industries as solution providers. 

We were initially retained to help the principals develop an exit plan for retirement purposes.  When we arrived, we found the business enjoying an excess of success.  Our mandate changed to one of developing an effective organization to process existing levels of growth and known future opportunities.  We conducted initial planning sessions over four evenings.  We consolidated our information and held a second session one month later to gain consensus on the organizational changes so that plan implementation could occur upon our departure. 

The managers that participated in the consulting sessions were in charge of major business activities.  As a group we defined management responsibilities.  We defined a time line to execute changes and established responsibilities.  We developed an organization structure for the overall company and for each area of responsibility.  We gave responsible managers both title and authority to execute.  Today the company is charging forward.  Equally our structure allows the principals, who were 100,000 air mile business travelers, to take time for vacations and know their business will work while they are gone.  The icing on the cake -  they have doubled their business.

 Deliverables included: written reports, an organization chart for each department, and a Gantt chart outlining the tasks and time lines agreed upon to complete the tasks.  The scope of the work following our engagement is outlined below:

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Last Modified:  April 17, 2006