Case Study: Transforming a $50M Tech Company's Operating Model

When a rapidly growing technology company reached $50M in annual recurring revenue, their growth suddenly stalled. The systems and structures that had propelled them from startup to scale-up were now acting as anchors. Product release cycles had stretched from weeks to months, and the executive team was spending the majority of their time resolving disputes between the engineering and sales departments.

Loop Consulting Group was engaged to diagnose the execution failure. Our initial assessment using the OP3 Methodology™ revealed that the company was operating with a highly siloed functional structure. Engineering, Product, and Sales had entirely different, often competing, KPIs. There was no clear accountability for the end-to-end customer journey.

The Diagnosis

• Siloed KPIs Engineering measured on uptime and technical debt reduction. Sales measured on new ARR. No shared metric for customer retention or time-to-market.
• Absent decision rights Feature prioritisation required consensus across three departments, each with veto power. Average time to decision: 6 weeks.
• No cross-functional accountability When a customer churned, no single person owned the failure. Everyone pointed elsewhere.

The Intervention

We redesigned their operating model around core value streams rather than functional silos. We established cross-functional product squads with clear decision rights, empowering them to move quickly without waiting for executive consensus. We overhauled the performance management system, aligning incentives across departments to focus on customer retention and time-to-market.

The Results

Within six months of implementation, product delivery speed increased by 40%, and executive time spent on operational conflict dropped by 70%. By aligning their operating model with their strategic ambition, the company was able to break through their revenue plateau and resume their trajectory toward $100M.