The Issues

After a due diligence was completed on each other, two firms merged created a newer and larger firm.

However, it was soon realised that the transition process was not handled appropriately causing dissatisfaction & confusion amongst the team.

Team morale was down and silos were created.

Team members were starting to take shortcuts to complete jobs

There were knowledge gaps in the software used.

Major cashflow and WIP challenges.

The Approach

We sat down with the Partners and the Managers and white boarded all the issues and challenges they were facing that required action & resolution.

We created a plan based on agreed priorities with time frames and measurabilities.

They decided to engage the YBF General Management service (GM) weekly onsite and a weekly Board Meeting to achieve their objectives.

The services were provided until a full-time office manager was employed.

The Result

Most of the items on the plan were signed off by the Partners & Managers before being rolled out to the rest of the team.  The GM:

• Brought cashflow to order
• Reduced turnaround time of jobs.
• Implemented policies, procedures and templates.
• Chaired weekly meetings with the Partners & team to provide updates, report on KPIs & resolve concerns.
• Redesigned & trained the team on the workflow process module in the Practice Management System.
• Improved the delegation & communication skills of the Managers.
• Placed more accountability on to the team with firm-wide KPIS & priorities.
• Provided handover & training to the full-time Office Manager.