© 2019 Sherry Essen

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Prepping a small-town manufacturer for global acquisition from the top down

“I was born and raised near the headquarters of this homegrown business and it was incredibly rewarding to watch the leadership and entire organization ‘grow up’ before my eyes—and become a valuable acquisition and asset for a global portfolio company. They are already a leader among their other peer companies in this new environment.”
- SE

Private-equity-owned $100M manufacturer, 200 employees in 2 states, recently purchased by a $4.5B public company

Company sale fell through after rigorous year-long due diligence. Private equity owners regrouping to figure out how to support and reinvigorate senior leaders to re-position the company for sale. In particular, legacy CEO who had been with the company for 20+ years needed to learn to leverage and empower newly-hired senior talent.

  • Private equity owners need to see an aligned vision and strategy from the senior leaders demonstrating unity and how they will adapt the company to a changing business environment

  • How to work together as a senior team to chart the future path

  • Need to deepen self awareness of each senior leader and put together individualized goals to support team aspirations

  • Situation assessment

  • Executive coaching & advising

  • Senior team leadership alignment and development

  • 360 feedback collection and reporting

  • Senior team offsite design and facilitation

She evolved with us as we went through the process. She did a great job of helping us transition into the corporate world. Very effective. Sherry did a great job of leading us. First, navigating with each other. Then learning to navigate these new waters in an enterprise environment.

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  • Created first-ever senior leadership team, with team structure and protocols

  • Created next-level-down operating leadership team with team structure, charter and protocols

  • Senior team developed first-ever strategic roadmap; leading and running company from pre-articulated strategy that can be cascaded throughout company

  • Established a new executive leadership team and operating leadership team; set up sacred structure and practices

  • Moved from a small company mentality where a few people made most major decisions to more empowerment across the functional leadership

  • Drove major change across the business at a rapid pace

  • Dramatically increased engagement, optimism and vitality across the company

  • CEO reimagined role and elevated his leadership to make room for other leaders to contribute their strengths

  • Company was re-evaluated and acquired by a global corporation because it showed up with an impressively intact and unified senior team ready to strategize with new cross-functional corporate and global partners

  • Company much more prepared for the rigor of the new ownership integration process because it had functional leadership and decision-making forums in place