Every case with the challenge, what we did, and the number it moved. Named with their permission and profiles are described by industry and size — the results are exactly as measured.
~120 employees · second generation
Departments running as islands. No shared indicators, no structure that could scale with the growth they already had.
A management model built on a balanced scorecard, strategic culture work, a meeting system, and compensation tied to results.
Strategic execution climbed 21 points in eight months, with 100% of departments measuring indicators for the first time.
strategic execution, in 8 months
Construction services · family-owned
Steady growth with no formal management system underneath it — the company was outrunning its own structure.
Scorecard and strategy map, KPIs cascaded to every level, and a system of rewards and consequences that actually had teeth.
Execution moved 15 points in five months.
strategic execution, in 5 months
Medical services · owner-operated
Strategy was defined on paper, but there was no execution system. Day-to-day operations ate the priorities every single week.
The ADAA Code: habits, meetings and scoreboards that turned the strategy into daily operating rhythm.
The way the organization worked changed — and profitability followed.
monthly net profitability
“We improved performance, we improved the way we work, and profitability came with it.”
Chief Executive Officer
14 locations · family-owned
Fourteen locations growing without a common management system — every store running its own playbook.
Balanced scorecard, culture work and a meeting system installed across the whole organization.
All four departments aligned to results, with live weekly follow-up.
departments aligned to results
Mexico operation · large enterprise
They needed a genuinely customer-centric culture with execution someone could actually measure.
Customer-centric culture program with monthly scorecard measurement.
Every strategic initiative under monthly follow-up.
of initiatives with active follow-up
Second generation, third coming up
A family protocol signed in 2014 that nobody had opened since. Ninety percent of decisions still pushed by the founder, and a succession with no route.
One-on-one interviews with every family member, a family council seated at an offsite, decision levels defined by forum, and individual development tracks for the next generation.
The council now meets against a two-year strategic agenda and the whole family is aligned to it.
of individual development mapped to 10 years
Construction · growing family
A growing family with no written rules, and succession sitting there as the subject nobody would raise.
Family protocol, family governance, and agreements put in writing and signed.
Succession stopped being taboo and every family member now has a career and development plan.
of family members with a written development plan
“The work gave us order as a family: a protocol, clear rules, and a succession that isn’t a taboo subject anymore.”
Board member and second-generation owner
Services · external board seat
Strategic decisions concentrated in the CEO with no formal governance forum to test them in.
An external board seat with a real agenda, follow-up, and structure applied to the decisions that matter.
The decisions that carry the business now have direction and a structure behind them.
seated and meeting on a real agenda
“As an outside board member, you have been key to giving us direction and structure in the decisions that matter most.”
Chief Executive Officer
Construction · family-owned
Fragmented communication between leadership and the team, with no shared objectives to point at.
Corporate governance built on four pillars, with a scorecard tied directly to the strategy.
Clear communication and clear objectives across the whole leadership team.
of governance operating
“We have achieved good communication through objectives that are clear, simple and motivating.”
Chief Executive Officer
Family and ownership · multiple owners
Several owners, different expectations, and no common mandate pointing at the operation.
An Owners’ Council and a shareholder mandate with expectations written down and agreed.
The family and the business finally know what to expect from each other.
from ownership to the company
“They helped us put the owners’ voice in order: today the family and the business know what to expect from one another.”
Family office principal
Engagement in progress · 2026
Accelerated growth and a technology rollout with no structure or talent strategy behind it. Productivity was never measured.
Talent strategy, a productivity model built from a zero baseline, structure optimization and definition of the roles that carry the business.
The value of the workforce is now measured month to month, in dollars.
productivity model, operating monthly
Every one of these started the same way: one honest thirty-minute conversation.
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