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White Papers, Case Studies, Project Overviews, etc.

GAPWORX White Papers

Some topics are just too complex to be addressed in a short post.
Making Your Culture Count, by Jon S. Halleen
Customer Development - Strategies for Creating and Keeping Customers, by Mark E. Spiers

How to Hire the Right Consultant -
Confessions from Consultants about Getting More for Your Money

Jon and Mark are co-authors with other professionals and consultants in a resource book directed to executives and business owners. Each topical chapter addresses "hiring the right consultant" for expertise, and contains important "secrets" to improve the performance of a business on that topic. For more information about the authors, and to order the book, please go to Hiring The Right Consultant.


GAPWORX Business Case Study - Customer Experience
GAPWORX Business Case Study - Sales Playbook + Real World Training

Project Summaries - Our WORX


Supported a 2-year transition of partner, senior leadership and marketing talent, provided a broad set of strategy, advisory, marketing and communication services to an engineering firm serving global markets in agribusiness, industrial and commercial sectors. Designed and developed a new logo and marketing materials, writing critical communications and organizing a major corporate anniversary event that rebranded the company. Coached numerous employees in various departments on best practices in marketing communications and customer engagement, and provided strategic support to over a dozen principals and senior associates.


Hired by the frim's principals to analyze their existing business model and recommended brand design changes to generate new revenues in a shrinkng market for their mix of architectural services. Analyzed their market and key competition, led a GAP and SWOT Analysis, Key Employee Capabilities review and Company Visioning Exercise to affirm desired market direction. Delivered a complete rebranding of website, callateral materials and a Marketing/Sales Plan targeting existing and new market segments. The principals referred to the project deliverables as a "force multiplier"


The "hands-on" owner who was unaware of the untapped potential of the company's employees. Transitioned the business from an almost completely owner directed and managed organization, to an employee led and managed business. Employees had previously untapped motivation. Their capabilities were raised to take on additional roles and responsibilities. They developed a new customer service communication process. The owner was quickly able to move from working "in the business" to working "on the business," enjoying fewer personal working hours, low turnover and increased revenues until the company was sold. He refers to the organizational change and learning process as the best thing he ever did in his business.


In a long-term ownership of a business by two families across two generations, the organizational assessment indicated conflicting management styles, and generational differences between the two primary company leaders. Two owners were each managing half of the company differently. Employees were confused and unable to perform their jobs with accountability to meet company objectives for revenue and growth. The misalignment was so severe, that the older of the two owners sold out to the younger owner. Management roles, training and processes were revised to be accountable to one overall leadership and management process.


Led a group of 5 owners in a collaborative and iterative process to craft a long-term Strategic Plan, encompassing a detailed analysis of their current client mix and how best to market to each customer type. Led a Customer Experience Focus Group interview of a mix of industry leaders from existing clients. Led a Company Visioning Exercise and provided a report detailing a series of actionable strategies and marketing initiatives to enhance revenue growth.


In a Phase One project, we interviewed owners and key sales and operational executive, provided companywide SWOT and GAP Analysis (metrics and behavioral) and a set of functionally segmented and prioritized recommendations to improve operation, establish an aggressive sales growth track, improved customer experiences and stronger customer relationships. In a Phase Two project 6 months later, we conducted a series of Customer Experience (CX) qualitative interviews with selected customers, and generated a comprehensive report detailing positive and negative customer experiences, and recommendations to resolve each. We now conduct semi-annual Customer Experience interviews of newly on-boarded clients.


In a 50-year old family business, charged to identify and provide strategic and tactical recommendations to accelerate new customer growth in advance of an ownership and equity transfer to the next generation, we interviewed the owner and senior executives, surveyed operational employees to assess cultural and behavioral issues, and conducted a SWOT Analysis. We conducted a Company Visioning Exercise to establish strategic direction. Our recommendations provided operational, marketing and sales priorities, and have led to successful engagements with two other management consulting firms for services outside of our areas of expertise.


Company was led by an inexperienced owner who relied too much on a hands-on controlling "lieutenant" to run the company. Company morale suffered from two different classifications of employees, insufficient training, and employee roles and responsibilities that were unclear and conflicting. Restructured management, sales, customer service, hiring practices, and job training. Implemented new performance measures for customer service. Provided additional resources for management, human resources and training.


This business was misaligned among its ownership and professional staff due to a company transition to an ESOP. Some employees were not taking on responsibilities that would successfully move the business to an employee owned and managed company. Addressed and rectified a territorial and entitlement company culture, sales process, mix of clients, client management, time management, accountability, professional development and training. Restructured roles and responsibilities. Addressed dysfunctional employee engagement and sales training to meet company performance requirements.


Charged to create a customized sales process for a new, standalone sales force, to generate high margin sales to a targeted market segment, across more than 20 brand entities nationwide.… More …

"To be sure, the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change."

- Peter F. Drucker, The Essential Drucker