Case Study: Architectural Manufacturer

A Midwestern architectural manufacturer was facing a series of interconnected operational and sales challenges. Inconsistent project management practices, unclear accountability, and communication gaps were making it difficult to deliver a predictable customer experience.

At the same time, the company needed to replace its project management technology and address a revenue shortfall.

These weren't isolated departmental problems. Project execution, customer satisfaction, and sales performance were closely connected. Improving one area without addressing the others would provide only a partial solution.

The company needed experienced executive leadership to align people, processes, and systems while establishing greater operational discipline and accountability.

The Fairman Group worked alongside company leadership to address three critical priorities.

1. Strengthen Operational Leadership and Execution

The engagement began with an assessment of the project management organization, including team structure, workflows, accountability, and customer-facing challenges.

The Fairman Group helped clarify leadership responsibilities, supported the hiring of a qualified Project Management Director, and established more consistent operating processes and performance measures.

The team also led a structured evaluation and selection process for a new project management technology platform, supporting its implementation and launch.

2. Rebuild Customer Confidence

Recognizing that customer satisfaction depends on effective coordination between Sales and Project Management, The Fairman Group worked to strengthen communication, clarify ownership, and establish more consistent customer management practices.

The effort included improved customer handoffs, clearer escalation procedures, and a framework for proactive engagement and follow-through.

3. Establish a Revenue Recovery Plan

To address sales performance, The Fairman Group conducted sales-team interviews and reviewed historical customer revenue.

The resulting phased improvement plan focused on strengthening sales management accountability, establishing performance scorecards and reporting practices, improving pipeline discipline, and prioritizing opportunities to protect and grow customer relationships.

The engagement has produced several tangible accomplishments:

• Stronger leadership: Improved project management leadership capacity, including the addition of a qualified PM Director.
• Greater operational discipline: Standardized workflows, clarified responsibilities, and established performance measures.
• Modernized technology: Completed the evaluation and selection of a new project management platform, which is now operational.
• Better organizational alignment: Established a coordinated approach to customer management across Sales and Project Management.
• Clearer growth priorities: Developed a structured, data-informed sales improvement plan with defined leadership and execution priorities.

Together, these changes provide a stronger foundation for consistent project execution, improved customer experiences, and more disciplined sales performance.

Longer-term results, including improvements in delivery performance, customer retention, and revenue, will be evaluated as the changes take hold.