GET discovered that due to long-established procedures set within the company, business activities were separately handled by individual business units which resulted in a very inefficient reporting process. This also meant that rresources were not utilized as ideally as the client would like.

At GET, we understand the emotional investment put into years of running a business, and we work with a personal approach to retain the heritage of the business while optimizing for the future.

Thus we needed to write a framework to restructure the company’s KPIs to accurately align goals and accountability to the individual, department, and lastly company level without changing too much of the business drastically. Standard Operating Procedures (“SOPS”) were also rewritten to define the roles and responsibilities.

Growth in revenue was observed as a direct result of transforming operations to maximize productivity

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