Business Performance Improvement
Clear Insights
We structure the drivers of operational performance to diagnose what is holding output, margin, and delivery back — and build a rapid execution plan to execute independently or with our targeted support to accelerate outcomes.
What we do
Find what is holding output, margin, and delivery back
Decision-Grade Diagnostic Before Committing to Major Projects
Stallion Enterprises is a business performance improvement firm focused on improving operational and supply chain performance, including margins, throughput, and cash flow.
Our decision-grade Diagnostic identifies the drivers holding back performance, quantifies the improvement opportunity, and translates those findings into the Performance Driver Execution Roadmap.
- Operating Environments
- Mid-market and enterprise businesses with operational complexity, particularly manufacturing, distribution, logistics, and supply chain environments where performance gaps affect output, margin, delivery, or cash flow. See industries we work in
- Deliverables and Outcomes
- How the Diagnostic works
The Diagnostic produces a KPI Driver Structure, Baseline Findings Record, and Performance Driver Execution Roadmap, providing a quantified view of current performance, the drivers behind the gaps, and the highest-impact actions to prioritize for execution.
- Our Approach
- Stallion Enterprises works directly with operational data and client teams to validate what is happening, identify the drivers of performance, and establish a clear path to execution. What makes us different
Once KPI drivers are identified, performance stops drifting and starts compounding — from diagnosis through sustained execution.
The Problem
Teams work hard and still miss targets
The common issue is not effort or capability.
It is a lack of clarity on what actually drives results. Without that connection, organisations optimise activity instead of outcomes.
When meetings aren't structured around KPIs, decisions and actions, or:
- 1 Targets aren't defined or enforced
- 2 Variances aren't broken down into quantified drivers
- 3 There's no reliable link between operational actions and what moves performance
We restore the link between operational activity and measured results, through our Diagnostic:
Starting with the four-week Diagnostic:
- Build a KPI Driver Structure that maps what drives each outcome
- Break variances into quantified drivers in an Opportunity Register
- Prioritize what to fix first in the Performance Driver Execution Roadmap
Tied directly to KPIs and financial impact — ready for immediate implementation by your team or ours.
How the Diagnostic worksThe Answer
Operational clarity converts effort into results
“Andrew provided our company a program tailored specifically to target our weak spots. Almost immediately I saw results and staggering improvements which led to increased profitability within two weeks. ”
We diagnose the operation, map the KPI drivers, quantify the opportunity, and build a Performance Driver Execution Roadmap. Then we work alongside your team to implement it — coaching and teaching, not just advising.
The result is measurable improvement in the P&L, and a management team that knows how to sustain it.
The diagnostic
Start with a Diagnostic
A focused, fixed-fee entry point built around one mutually agreed primary KPI. In four weeks, we diagnose the operation, quantify the opportunity, and hand you a prioritized execution plan — whether you engage us further or not.
What you get
- KPI Driver Structure
- Opportunity Register
- Prioritization Matrix
- Performance Driver Execution Roadmap
Plus an Executive Summary and supporting analyses, tools, reports, and dashboards.
Scoped to one mutually agreed primary KPI. Client involvement is typically ~2–5 hours per person per week for meetings and shadowing.
What happens
- Week 1Build the picture
Collect and validate data, assess and benchmark KPIs, and establish a preliminary KPI Driver Structure.
- Week 2Validate on the floor
On-site observation validates recorded KPIs against real-time operations and identifies root causes.
- Week 3Quantify the opportunity
Finalize the KPI Driver Structure and Opportunity Register, and estimate financial impacts
- Week 4Align on priorities
Validate findings with key stakeholders, prioritize opportunities, and sign off on the Implementation Roadmap.
- Decision pointChoose the level of support
Review highest-value opportunities and decide what assistance, if any, is needed to achieve the Roadmap. Further engagement is entirely at the client's discretion.
The Improvement Sequence
A hands-on approach to change management and process improvement — coaching and teaching, not just advising — grounded in KPI driver structures, connected to operational reality, and linked to financial outcomes.
Quantify the improvement opportunity from available data
1-2 weeks prior to starting
Observe operations, identify root causes, and produce the Performance Driver Execution Roadmap
~ 4 weeks
Establish KPI structures, performance models, and management routines before implementation begins
2-6 weeks depending on organization size
Execute targeted improvement sprints linked directly to financial outcomes
8-12 weeks - as many waves as desired
Verify that improvements have held and management routines are functioning
1 week each, 12+ months later
Phase 1
Quantify the improvement opportunity from available data
1-2 weeks prior to starting
Phase 2
Observe operations, identify root causes, and produce the Performance Driver Execution Roadmap
~ 4 weeks
Phase 3
Establish KPI structures, performance models, and management routines before implementation begins
2-6 weeks depending on organization size
Phase 4
Execute targeted improvement sprints linked directly to financial outcomes
8-12 weeks - as many waves as desired
Phase 5
Verify that improvements have held and management routines are functioning
1 week each, 12+ months later
Five phases. One continuous thread from diagnosis to sustained performance.
See full improvement sequenceResults
Results that speak for themselves
Representative KPI improvements from 100+ engagements across four continents since 2014.
Medical Devices
Non-profit tissue bank — production flow and inventory optimization, New Jersey, 2015.
Read snapshot
Oil & Gas
Airline-owned refinery — dock and demurrage performance improvement, Pennsylvania, 2015.
Read snapshot
Oil & Gas
Top-10 global refinery JV — full-potential diagnostic on operations and hydrocarbon loss, Saudi Arabia, 2016.
Read snapshot
Financial Services
Leading Canadian bank — sales-rep development and networking curriculum, Ontario, 2017.
Read snapshotHealthcare
Multi-site rehabilitation centers — utilization and appointment optimization, Pennsylvania, 2016.
Read snapshot
Medical Devices
Global orthopaedic device manufacturer — SIOP uplift ahead of acquisition, Massachusetts, 2016.
Read snapshotRepresentative clients — 100+ engagements across 4 continents since 2014
StatLine 
Abbott 
Bioventus 
AlloSource 
Smith & Nephew 
MicroSynergies 
Monroe Energy 
SASREF 
Marathon 
Nabors 
Swissport 
Oil & Gas 
RWJBarnabas Health 
Moss Rehab 
Huron County 
Dental Association 
Vibe Osteopathic 
Berend Executive Search 
Voyage Advisory 
El-Hag Associates 
MNP 
O'Hare International 
Southwest Airlines 
JFK Airport 
United Airlines 
Delta 
Aviation 
Travelers 
Allianz 
Financial Services 
Financial Services 
Spark Capital 
Financial Services 
NSM Insurance Group 
Financial Services 
Butterscotch Capital 
Financial Services 
Rowan Oak 
Financial Services 
Purple Bricks 
Magellan 
CasaLuva 
Waterdown Self Storage 
Port Colborne Storage 
Azena 
Trades 
EverClean 
Trades 
Climate HVAC 
Chimney Scientists 
Trades 
DoYogaWithMe 
Technology 
Eldring 
Ride Co. 
Wabash 
Homestead Modern 
Alpha Protects 
Chamberlin 
Platte Valley 
FloWorks 
Home Chef 
City Barbeque 
Coca-Cola FEMSA 
Checkers 
Pet Brands 
Central Alberta 
Enlighten 
Vale 
Liberty Gold 
Mining 
Nutrien 
SF Plastics 
Loparex 
Duraco 
Ecolab 
Flexible Packaging 
iPackChem 
Greif 
Bruce Power 
BRS Capital 
Pamplona Capital 
Main Street Capital 
Arbour Lane 
OpenGate Capital 
Wynnchurch Capital 
The Carlyle Group 
Freeman Spogli