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System Consulting
Project type: Management, marketing, CRM, and sales growth
Deadlines: 3 months
Cost: Doesn't open
Client: TM GIULIA
Sphere Production of hosiery, wholesale and retail chain (80+ stores)
Countries: Ukraine, Austria
Command: 172 employees
A large company with strong market positions, but with internal systemic limitations that prevented scaling:
— The Ukrainian market is only ~60% occupied, and there is no clear strategy for achieving a dominant position
Disunity between departments (wholesale, retail, chains)
— Lack of transparent information on production and shipment timelines
— Constant conflicts between departments due to data inconsistencies and delays
— There is no single management hierarchy and no clear organizational structure.
— Lack of a general management as a coordination center
The motivation in the sales department divides the team: some work with large clients, while others are forced to look for small deals.
The business was large-scale but lacked a unified management system and process synchronization.
Developed and implemented a functional organizational structure for the company
— We have established interaction between departments and relieved internal tension.
— Hired an HR Director to strengthen our systematic personnel management
— Conducted a 3-day strategic session with top management and owners
— Implemented sales department training on sales and negotiation techniques
— Developed and implemented job descriptions and regulations
— Created sales scripts and scripts for the secretary
— Implemented an onboarding and mentoring system (new employees become autonomous within 12 days)
— Implemented a CRM system and transferred key performance indicators to a digital management system
Dashboards for KPIs and daily metrics have been set up.
We connected IP telephony and integrated it with CRM.
— Linked employee motivation to KPIs and system results
— Developed a company development strategy for 1 year
— We formed a 3-year BHAG
— Identified key growth points and bottlenecks
- Responsible parties for project implementation have been assigned, and their motivation is tied to their successful completion.
📊 Improved company manageability through a unified structure and transparent processes
🤝 Reduced internal tension between departments by synchronizing data
📈 Developed a strategic development plan for 1-3 years ahead
Implemented a system where business management shifted to numbers and KPIs
We strengthened the HR function and systematic personnel management.
The company shifted from a fragmented structure with interdepartmental conflicts to a unified, managed system with transparent analytics, a development strategy, and synchronized processes. This laid the foundation for scaling and strengthening its market position as a potential category leader.
Konstantin Malchenko
Business Consultant
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Updated:
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