Case Studies

Initial condition

A small consulting company generating roughly $250,000 annually had client demand but lacked reliable delivery capacity, consistent project management, and scalable contractor operations.

What Phillip identified

The company’s primary growth constraint was not sales. It was the inability to fulfill more work predictably.

What Phillip changed

• Built and managed an international delivery organization of approximately 35 developers, designers, QA staff, and other contractors
• Formalized client and contractor workflows
• Established Mindlin Consulting Philippines
• Opened and equipped a Philippine operating office
• Helped recover a failing client relationship during a termination meeting

Business outcome

• Annual revenue increased from roughly $250,000 to more than $1 million
• The company gained the capacity to accept more client work
• A high-risk client meeting ended with an immediate $50,000 purchase order

Initial condition

The owner was brought into too many routine processes, financial controls had failed, critical procedures relied on paper and tribal knowledge, and the company had suffered serious internal misconduct.

What Phillip identified

Manual workflows and weak separation of duties created owner dependency, unnecessary administrative work, and financial risk.

What Phillip changed

• Replaced physical check processing with a controlled ACH workflow
• Separated payment scheduling from payment authorization
• Attached original invoices to scheduled payments for verification
• Took responsibility for ISO quality-system administration
• Converted the authoritative ISO records from paper to digital document control
• Developed additional internal workflows and operating systems

Business outcome

• Reduced owner involvement in accounts payable from approximately four to six hours per month to less than 15 minutes
• Current owner involvement in that process is zero after delegation
• Strengthened payment controls and reduced fraud exposure
• Reduced the expected annual internal-audit effort from approximately two days to less than four hours
• Preliminary review identified no immediate actionable audit items

Initial condition

The owner believed the company needed clearer employee job descriptions.

What Phillip identified

Employee interviews showed that the larger operational constraint was excessive owner involvement in daily decisions, customer communication, vendor interactions, and installer coordination.

What Phillip changed

• Interviewed employees using structured fact-finding techniques
• Mapped recurring operational frustrations
• Identified where the owner had become the primary decision bottleneck
• Recommended transferring daily authority and operational responsibility away from the owner

Business outcome

The owner later implemented key recommendations, reduced his daily operational involvement, shifted attention toward growth and strategy, and expanded the company’s installer network beyond Florida.