gskinner, a digital agency that had enjoyed more than a decade of stable growth and profitability, found itself facing a troubling trend of declining profitability year over year. This trend not only had a negative impact on team morale, but shook confidence in the company’s leadership and raised concerns about the long-term financial viability of the business.
Team interviews revealed a lack of alignment among senior leaders about the cause of declining financial health and what steps would be taken to reverse the trend. The company was also missing essential data, systems, and processes to effectively diagnose, prioritize focus, align stakeholders, and coordinate action across teams to correct problematic areas within the business.
Within a few months, we started turning the business trajectory around and set it on a course to grow profitability by 32% over two years.
gskinner is a boutique digital agency that specializes in helping tech companies, with a global customer base such as Microsoft and Google, showcase their emerging technologies by designing and developing digital apps and experiences for their brand partners and developer ecosystems.
Chris was instrumental for change in the senior team and strategy.
Beginning with problem diagnosis, goal setting, and strategy. I worked with leadership to implement multiple initiatives and projects that prioritized the biggest bottleneck limiting company cashflow and revenue potential.
In year two, we shifted focus towards delegating ownership and accountability of business improvements to individual area owners, allowing me to step away from leading, planning, and overseeing every initiative.
We saw consistent improvements in profitability, thanks to the sustained efforts of senior leaders and their teams. This allowed leadership to spend more time diagnosing problems, developing strategy, and supporting the team.
Together with the Head of Operations and the Technical Director, I worked to cultivate their leadership skillsets and build confidence. We established cross-functional systems and rituals to enable effective collaboration in strategic planning, departmental alignment and support, while improving team engagement, collaboration, and overall performance.
As part of the focus roadmap, we designed and implemented a series of workshops and tooling to review, enhance, and coordinate cross-functional initiatives over annual, quarterly, and monthly timescales. The workshops I designed allowed us to explore unique challenges and guide leaders and their teams to develop effective solutions and action plans to overcome specific obstacles.
We analyzed the root causes of poor profitability across the company and improved operational observability, designing systems, programs, rituals, and routines while establishing realistic benchmarks, goals, and targets that enabled proactive decision-making, monitoring, and management of risk while fostering a culture of accountability, trust, and support.
Working with team stakeholders, we enhanced the value of time tracking, estimation, resourcing, and project management tooling by exploring the needs of stakeholders and iterating to create and enhance operational effectiveness, data transparency, decision making, and integrate with existing and new standard operating procedures.
When Chris creates a vision, it is for the company. His visions embody change and the risks that go with it. He puts in the work every day to make them come true.
He challenges the status quo when it makes sense!
His leadership makes working with him easy.
Leadership as a whole has started to work more closely together to achieve goals.