Three cases — one system

Problem. During its growth phase, the company hit a management crisis: no systemic management, fragmented processes, a ceiling on scaling, and an inability to raise investment.

Objective. Prepare the business for scaling, open a new large clinic, and build a foundation for raising investment.

What was implemented:

• Strategy and commercial model — 2-year goals, market analysis
• Sales system — per-location plans, online + offline marketing, a CRM implemented
• Financial system — budgeting, management accounting, financial control
• Management and structure — KPIs, incentives, org structure
• Reporting system — 45 management reports, a dashboard for the owner
• Operating processes — key processes documented, standards and protocols

Result. The business became fully managed and transparent. An investor was found to scale through franchising, and a new large clinic was successfully opened at a new location.

Problem. Despite its scale, the company hit a controllability ceiling: no unified management system, weak control through numbers, an inefficient structure and delegation, and a B2B model that wasn’t working.

Objective. Systematize management, implement KPI-based management, and relaunch and scale the B2B direction.

What was implemented:

• Organizational system — a new org structure, a delegation matrix
• Financial system — budgeting, financial planning, tighter cost control
• Reporting system — 46 management reports, transparent metrics control
• People management — top-management incentives, staff evaluation, team training
• B2B commercial system — a new sales model, a financial model, team hiring and launch

Result. The B2B direction reached profitability in 15 months — from zero to a positive financial result. Management communication time was cut in half.

Problem. Deteriorating business performance: declining sales, no systemic planning, an ineffective team, and weak control over the commercial function.

Objective. Stop the sales decline, put the business on a path to sustainable growth, and build a manageable commercial system.

What was implemented:

• Strategy and market — a commercial audit, a growth strategy, competitor monitoring
• Commercial system — a new sales department structure, KPIs and incentives, a new team
• Financial planning — a sales budget, a P&L budget, trade marketing
• Reporting system — a management dashboard, 36 automated reports
• People management — team assessment, 70% staff turnover, training and onboarding

Result. The sales trend reversed within 6 months of the start. A full team transformation — 70% staff turnover — and market share grew by more than 50%.