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Our Results

We’ve worked with clients across multiple industries to develop and hone our expertise. See some of our illustrative examples below.


  • Industrial Equipment Dealer

    Our client had traditionally grown through acquisition by purchasing independent dealer groups, but had never optimized and integrated the operations of its acquired facilities. Stack’d was engaged to execute a project to rethink and optimize its branch dealer network to increase profitability without sacrificing customer service.

    Our team worked with the client to review the current status and historical performance of its branches, capture its customers’ needs and wants from their equipment dealer, and identifying new and creative branch alternatives to deliver equipment and product support to their customers.

    The project resulted in recommendations to the facility types (i.e. Tiers) and the optimal geographic centers that the client should operate within supported by detailed financial analysis.

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  • Heavy Equipment Dealer

    The Senior Executive team of a multi-billion dollar heavy equipment dealer wanted to develop a five year strategic plan to drive future growth and protect their leadership position in the market.

    Through a series of workshops with the Senior Executive and 75 of the organization’s top leaders, a five year strategic plan was developed that included clearly defined strategies, initiatives and performance measures.

    The execution of the strategic plan has resulted in a sharper focus for the organization which has contributed to improved operating and financial performance.

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  • Industrial Equipment Dealer

    An industrial equipment dealer made the decision to divest an underperforming business unit. Stack’d was engaged to confidentially develop a plan to manage the divestiture and its impact on customers, staff, operations, and markets.

    Our team worked with the client to develop and manage a detailed project plan to govern and report on the actions required to divest the business unit, while minimizing customer impact and transaction costs.

    The project resulted in a successful divestiture with minimal customer impact. The client viewed the divestiture planning and execution process as a success.

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  • Canadian Construction Company

    The Board of Directors and Senior Executive team of a multi-billion dollar Canadian Construction firm wanted to develop a 5 year strategic plan, along with individually aligned business plans for their industry focused divisions.

    Through a facilitated approach, Stack’d worked with a subset of the organization’s top 30 leaders to analyze internal and external market factors, and develop a growth strategy to support both market diversification and vertical integration for specific business units.

    The resulting strategic plan was endorsed by the Board of Directors and Senior Executive. In addition, the Senior Executive team gave kudos to the Stack’d team stating “their involvement, dedication and deliverables were of best in class quality. We delivered a 10 month project in 5 months and we couldn't have done it without Stack'd”.

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  • Industrial Equipment Dealer

    Our client had poorly defined procurement processes leading to great variation and adherence to how procurement was performed. The result was tremendous pressure and inefficiency on Accounts Payable to effectively pay invoices and provide sufficient purchasing controls. Stack’d was engaged to make recommendations to increase the efficiency and maturity of the client’s processes from initial procurement to vendor payment.

    The Stack'd team worked with a client team to document and review current processes and performance to identify opportunities to improve. Using learnings from best practice, and an understanding of the client’s unique operations, our team worked with the client to develop standardized processes to manage procurement through to vendor payment. Additional recommendations to evolve the procurement to pay processes were also provided. 

    The project resulted in recommendations for process improvements and additional initiatives to implement to reduce the cost per invoice substantially.

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  • Non-Standard Auto Insurance Company

    A private equity firm engaged Stack’d to support the post-merger integration of an add-on acquisition to their platform company that focused on non-standard auto insurance.

    Working with the leadership of the two organizations, Stack’d developed a strategy, operating model and a new organizational structure. Given that the organization had two fundamentally different approaches to their business model, a structured assessment of the processes and culture was conducted to support integration efforts. In addition, a 100-day plan and integration office was established to oversee integration efforts.

    As a result of this engagement, the organization had an issue free Day-1, successfully integrated operations, and achieved targeted cost synergies as outlined in the deal.

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  • Industrial Equipment Dealer

    A $1 billion industrial equipment dealer initially engaged Stack’d to assess its strategic direction after a period of rapid growth through acquisitions. The engagement evolved to develop a five year strategic plan in support of the succession of a new CEO.

    Through a series of structured facilitations, a five year strategy was developed with the Senior Executive. Subsequently, in a facilitated leadership retreat with the organization’s top 60 leaders, an implementation plan was developed that identified the key strategic initiatives required to execute the strategic plan.

    The client is currently in year-one of implementing the strategic plan and have engaged Stack’d to manage their strategic program management office, oversee the plan’s execution and drive accountability across the organization.

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