All case studies are about actual clients but are not related to quotations or videos

Composed of brilliant individuals with extensive academic training and project experience, the engineering firm had no clear strategy or focus. The owners did not know how to move beyond maintaining the business to expand existing and emerging sales. They struggled to comprehend cash flow and did not have a clear understanding of their financial picture including expenses and profitable services. There were silos between departments and communication issues were prevalent. They were understaffed, had difficulty hiring, suffered from frequent scheduling issues and employees were not engaged or accountable. One of the owners plans to retire in a few years, leaving the other partners to anticipate a financial plan to facilitate the buyout, the transfer of knowledge and maintenance of client relationships.


  • Begin with a roadmap to align the owners on critical success factors.
  • Create an organizational chart to define roles and accountability and identify gaps.
  • Develop sales targets and collaborate with associates on a sales pipeline process.
  • Dialogue about what market sectors and service offerings should be eliminated or integrated in to other areas to improve profitability and the bottom line.
  • A written plan for transition, client retention and transfer of responsibilities to minimize the disruption when one of the partners retires.


  • Trilogy taught the client the fundamentals of business and guided the company through a complete reorganization.
  • Roadmap served to create alignment, purpose and focus for the partners.
  • Organizational chart proved to be a powerful tool to clarify roles, set expectations and hold people accountable.
  • Organizational chart identified the need to hire an experienced controller to improve reporting, optimize the invoice process and reduce the collection period for better cash flow.
  • Partners have reports and metrics to track profitable vs. non-profitable areas and can manage the business by the numbers.
  • Owners realize the importance of sales pipeline planning as it relates to workforce levelling and staffing current and future projects.
  • Owners have a much better understanding of who does not fit their culture.
  • Collaboration, trust and healthy conflict have improved.
  • Leadership is moving with purpose, working to identify, train and develop the next level of management.

For more information, email