Problem

A 37%+ employee turnover rate led to service inconsistencies, rising recruitment and training costs, and declining customer experience scores, threatening brand standards and long-term profitability. Without intervention, continued disruptions risked increased labor costs, lower guest satisfaction, and reduced revenue per location. To address these challenges, efforts were focused on improving employee retention, stabilizing operations, and enhancing workforce efficiency.

Revenue

$462.0M

Project Duration

6 months

Services Provided

PMG implemented a strategic, data-driven approach to address these critical issues and revitalize Burger King's workforce. Through in-depth employee surveys and collaborative workshops, key concerns related to labor management, workforce planning, and scheduling were identified. Targeted initiatives were subsequently implemented, focusing on:

• Enhanced Communication Systems: Implementing company-wide and store-level communication systems to improve information dissemination and provide employees with a method to share concerns directly.
• Career Development & Upskilling: Providing management coaching, employee upskilling programs, and a robust loyalty program to foster employee growth and incentivize retention.

Impact

These initiatives, coupled with optimized scheduling and community partnership programs, demonstrably improved key operational metrics.

Summary Statement

PMG's strategic employee engagement initiative transformed a Burger King franchisee's workforce, delivering $7.1M in savings and a substantial improvement in employee and customer satisfaction.

Problem

Slow resolution times (only 62% of inquiries met SLA), low customer satisfaction (74% CSAT), and a 76% retention rate signaled critical weaknesses in customer support operations. These inefficiencies drove support costs to $32M+ annually, while poor service delivery eroded customer trust and loyalty. Without operational improvements, continued churn and rising costs threatened long-term financial health. To resolve these issues, initiatives were launched to optimize support workflows, improve service efficiency, and enhance customer satisfaction.

Revenue

$1.2B

Project Duration

2 years

Services Provided

• Customer Experience:
  • Customer Journey Mapping
  • Customer Experience Design
  • AI and Service Automation
  • Customer Retention Strategies
  • Customer Self-Service Solutions
  • Customer Support Excellence Programs
• People & Organizations:
  • Organizational Structure & Design
• Operations & Strategy:
  • Enterprise Architecture & Workflow Management

Impact

Trilogy Software faced a critical challenge: escalating support costs and dwindling customer satisfaction threatened their market position. PMG leveraged its deep expertise in BPO solutions to spearhead a transformative restructuring of their customer support department. Centralized business units were established, a robust knowledge base was implemented, and AI-powered chatbots automated routine tasks. PMG further enhanced agent skills through targeted training, empowering them to deliver exceptional service. This strategic, multi-pronged approach not only reduced costs but also significantly boosted customer loyalty.

• Implemented centralized business units for customer facing teams to allow for more effective standardized workflows, increasing Customer Satisfaction (CSAT) by 25%.
• Increased customer self-service by 130% through the introduction of chatbots and AI-assisted knowledge bases which reduced ticket volune by 20% and saved $8.4 million in support costs.
• Optimized resource allocation across frontline and support teams helping achieve a 97% SLA compliance and reduced ticket latency to 15 minutes.
• Enhanced training which increased Customer Retention to 88%, resulting in $34.3 million retained Annual Recurring Revenue (ARR).

Summary Statement

PMG's strategic intervention addressed Trilogy Software's critical support challenges, delivering substantial cost savings and driving significant revenue retention through enhanced customer satisfaction and operational efficiency.

Problem

Overly complex internal processes and excessive reliance on manual support teams increased operational costs, reduced employee productivity, and negatively impacted customer service delivery. Inefficiencies led to longer resolution times, decreased customer satisfaction, and lower retention rates, threatening profitability and service reputation. To improve operational effectiveness, efforts were made to streamline workflows, automate key processes, and enhance customer support efficiency.

Revenue

$260.0M

Project Duration

1 year

Services Provided

• Operations & Strategy:
  • Cost Management
  • Technology Integration
  • Process Optimization
  • Enterprise Architecture & Workflow Management
• People & Organizations:
  • Organizational Structure & Design
  • Team Effectiveness
• Customer Experience:
  • Customer Support Excellence Programs
  • Omnichannel Communication & Integration

Impact

IgniteTech's complex customer service model hindered operational efficiency and inflated costs. PMG's strategic intervention began with a comprehensive workflow analysis, pinpointing critical redundancies. We then implemented key process improvements, including task automation and team consolidation, and standardized operating procedures. This resulted in a streamlined customer experience and substantial cost reductions, demonstrating PMG's expertise in optimizing service delivery.

• Developed and implemented a comprehensive restructuring plan for customer service operations, focusing on process simplification and transduction through enterprise architecture and technology.
• Spearheaded the development and implementation of optimized workflows, resulting in a reduction of operational costs by up to $90,000 per month per product saving
• Formulated a strategy to streamline internal support processes, improving time-to-resolution for internal tickets by up to 60% across key departments.
• Positioned the company for enhanced customer satisfaction by minimizing reliance on non-customer-facing support teams.

Summary Statement

IgniteTech partnered with PMG to overcome operational inefficiencies and reduce costs within their customer service model. PMG's strategic interventions delivered significant savings and enhanced customer experience, showcasing our expertise in process optimization.

Problem

Outdated administrative processes, inefficient resource allocation, and disjointed student services hindered the ability to provide a seamless academic experience, affecting both faculty and student engagement. These inefficiencies led to long processing times, operational bottlenecks, and declining student satisfaction. To improve institutional effectiveness, initiatives were launched to modernize administrative workflows, optimize resource allocation, and enhance service quality.

Revenue

$389.1M

Project Duration

6 Months

Services Provided

• People & Organizations:
  • Organizational Structure & Design
  • Team Effectiveness
  • Skills Training & Development
• Operations & Strategy:
  • Enterprise Architecture & Workflow Management
  • Process Optimization
  • Cost Management
  • Technology Integration
  • Process Improvement & Optimization
• Customer Experience:
  • Agent Training & Continuous Development

Impact

McGill University's Faculty of Arts faced operational inefficiencies that directly impacted the student experience. PMG's strategic approach began with a comprehensive audit, revealing critical process gaps. Leveraging this data, PMG implemented a detailed service map and established clear SLAs, ensuring accountability and efficiency. By streamlining administrative workflows through targeted automation, PMG significantly reduced costs and enhanced service delivery. This transformation not only improved student satisfaction but also empowered faculty and staff with a framework for continuous operational improvement.

• Conducted a comprehensive operating audit, which reduced cost per program hour by 30%.
• Implemented strategic automation, which added $5.3 million in service hours at no additional cost.
• Established clear SLAs, reporting periods, and terget-indicator metric pairs, which improved student satisfaction across key service areas.

Summary Statement

PMG's data-driven approach and strategic implementation delivered significant cost savings and enhanced the student experience at McGill University's Faculty of Arts.

Problem

A lack of comparative benchmarking for post-secondary degrees hindered the ability to attract top students, strengthen the skilled workforce, and drive economic growth. Without clear data on how local credentials compared globally, employers faced hiring challenges, and institutions struggled to differentiate themselves in the market. To address these issues, a comprehensive higher education analysis was conducted to assess institutional competitiveness, align academic offerings with workforce needs, and strengthen talent retention.

Revenue

$2.7B

Project Duration

6 Months

Services Provided

• BPO & Fractional Talent:
  • Project Management Services
  • Specialized Expertise
• Branding & Marketing:
  • Insights & Analytics
  • Marketing Analytics

Impact

To bolster Nova Scotia's post-secondary institutions, PMG initiated a comprehensive market analysis, gathering over 1,000 data points to pinpoint gaps between academic programs and industry needs. Armed with these insights, PMG developed a targeted graduate program, focusing on employability in the critical first year. This strategic intervention, coupled with a late-phase education plan, aimed to bridge the academia-industry divide, enhancing graduate readiness and strengthening Nova Scotia's global standing.

• Conducted in-depth market research and collected more than 1000 data points from industry executives and business leaders.
• Piloted a targeted graduate employability program to fostered enhanced educational outcomes and workforce readiness.
• Developed a late-phase education plan to optimize academic offerings.

Summary Statement

PMG's strategic market analysis and targeted program development aimed to elevate Nova Scotia's post-secondary competitiveness and drive economic growth through enhanced graduate employability.

Problem

High turnover, particularly among management positions, led to operational instability, inconsistent customer service, and fluctuating profitability across multiple locations. These disruptions increased costs, strained recruitment efforts, and negatively impacted brand reputation. To stabilize operations and ensure consistent service quality, strategies were implemented to improve employee retention, strengthen leadership training, and standardize operational processes.

Revenue

$59.4M

Project Duration

1.5 Years

Services Provided

• People & Organizations:
  • Workforce Planning & Forecasting
  • Team Effectiveness
  • Performance Management Systems
• Operations & Strategy:
  • Capital Excellence

Impact

Faced with crippling employee turnover and inconsistent performance, A&W engaged PMG to stabilize operations. PMG developed and implemented standardized procedures, efficient and quality-first training and onboarding, and clear career paths, addressing core operational challenges. To combat seasonality, flexible staffing and targeted marketing were introduced. PMG developed a positive work culture and management philosophy, improving communication and morale. This holistic approach dramatically reduced turnover and boosted profitability.

• Reduced employee turnover by 70%, achieving a 12% rate.
• Generated $6 million in new revenue.
• Reduced performance variability by 50% through standardized procedures and training.
• Improved customer satisfaction scores by 15%.
• Reduced new employee time-to-value by 40% through enhanced training.

Summary Statement

PMG's strategic operational and cultural overhaul delivered a $6 million revenue increase and dramatically improved employee retention for A&W.

Problem

A newly acquired portfolio of restaurants and retail businesses lacked direct operational expertise, leading to profitability shortfalls, inefficiencies, and excessive executive oversight. Without a centralized management framework, portfolio companies underperformed, requiring disproportionate resources to remain viable. To improve financial outcomes, steps were taken to implement scalable management systems, optimize operational performance, and maximize profitability while minimizing direct involvement.

Revenue

$61.1M

Project Duration

4 Years

Services Provided

• People & Organizations:
  • Team Effectiveness
  • Change Measurement & Evaluation
  • Workforce Planning & Forecasting
  • HR Analytics & Data-Driven Decision Making
• Operations & Strategy:
  • Process Optimization
  • Cost Management
  • Technology Integration
  • Multi-unit Strategy
  • Process Improvement & Optimization
• Customer Experience:
  • Customer Experience Design
  • Data-Driven Insights & Reporting

Impact

Seeking to maximize returns from a newly acquired portfolio of restaurants and retail spaces, P1C engaged PMG for full operational management. PMG implemented tailored strategies for each business, focusing on revenue enhancement and cost reduction. An innovative ghost-kitchen licensing model significantly boosted kitchen utilization. PMG's management delivered an ROI 2.6 times higher than projected real estate returns, generating $9.57 million in new yearly profit.

Summary Statement

PMG's operational management of P1C's portfolio delivered a $9.57 million profit increase and a 2.6x ROI, significantly exceeding a real-estate only projections.

• Delivered ROI 2.6 times higher than commercial real estate investments.
• Generated $9.57 million in new yearly profit.
• Increased unit utilization by 18% through a ghost-kitchen model.
• Provided a high-yield, low-involvement investment for P1C.

Problem

A fragmented support structure and inconsistent service quality led to rising customer support costs and declining satisfaction scores, threatening profitability and long-term customer loyalty. Without process improvements, operational inefficiencies risked further financial strain and increased churn. To enhance performance, efforts focused on streamlining support operations, improving resolution efficiency, and optimizing customer experience.

Revenue

$125.0M

Project Duration

8 months

Services Provided

• People & Organizations:
  • Organizational Structure & Design
  • Team Effectiveness
  • Change Measurement & Evaluation
• Operations & Strategy:
  • Technology Integration
  • Enterprise Architecture & Workflow Management
  • Process Optimization
  • Process Improvement & Optimization
• Customer Experience:
  • AI and Service Automation
  • Customer Journey Mapping
  • Customer Experience Design
  • Agent Training & Continuous Development
  • Customer Retention Strategies

Impact

CopperTree.io experienced escalating customer support costs and a decline in customer satisfaction, impacting both profitability and loyalty. PMG performed a detailed analysis, pinpointing bottlenecks within their fragmented global support infrastructure. To address these challenges, PMG implemented a multifaceted strategy encompassing automated solutions, streamlined operational workflows, and the introduction of rigorous quality assurance protocols. Furthermore, enhanced training programs and the establishment of new feedback loops improved service consistency, leading to significantly faster resolution times and a substantial increase in customer satisfaction.

• Implementation of automated solutions resulted in a $5.2 million annual reduction in support costs.
• Introduction of quality assurance protocols led to a 22% increase in customer satisfaction.
• Enhancement of training and feedback loops achieved 97% Service Level Agreement (SLA) compliance.
• Implementation of automation reduced average response times by 30%.

Summary Statement

PMG's strategic overhaul of CopperTree.io's support operations directly addressed rising costs and declining satisfaction, resulting in $5.2 million in annual savings and a significantly strengthened market position.

Problem

Drastically reduced demand during the COVID-19 pandemic forced rapid operational shifts to offset significant revenue losses and ensure long-term sustainability. Traditional revenue streams became unsustainable, requiring immediate restructuring to reduce costs and identify new business opportunities. To secure financial stability, measures were taken to restructure operations, introduce alternative revenue models, and enhance adaptability.

Revenue

$144.9M

Project Duration

9 months

Services Provided

• Operations & Strategy:
  • Capital Excellence
  • Process Optimization
  • Enterprise Architecture & Workflow Management
  • Cost Management
  • Lean, Six Sigma, Agile, or Sector Convergence Implementations
• Customer Experience:
  • Data-Driven Insights & Reporting
  • Predictive Analytics
  • Customer Retention Strategies
• Branding & Marketing:
  • Insights & Analytics
  • Market Positioning and Go-to-Market Strategy
  • Customer Acquisition Strategies

Impact

Faced with the devastating impact of the COVID-19 pandemic, the Hyatt Hotels franchisee experienced a sharp decline in demand, posing a significant financial threat. PMG proactively addressed this challenge by developing and executing a comprehensive recovery plan. This plan focused on diversifying revenue streams through innovative offerings like long-term stay packages, virtual event hosting, and tailored business rental solutions. Simultaneously, stringent operational adjustments were implemented to optimize costs while preserving the high standards of service. These strategic actions enabled the franchisee to not only weather the storm but achieve sustainable growth.

• Implemented innovative revenue streams focused on long-term partnerships and government contracts that sustained a 60% occupancy rate.
• Generated $8.7 million in new revenue through strategic initiatives.
• Achieved an 18% reduction in operational costs through optimized scheduling, operational controls and BPO solutions.

Summary Statement

PMG's strategic adaptations and revenue diversification strategies enabled the Hyatt Hotels franchisee to navigate the pandemic, generating $8.7 million in new revenue and emerging with a stronger, leaner business model.

Problem

Declining customer retention, inefficient sales processes, and stalled product launches limited revenue growth and delayed market expansion opportunities. These operational inefficiencies increased sales cycle times, prevented market penetration, and led to missed revenue targets. To drive sustainable growth, efforts were made to optimize sales execution, streamline customer success operations, and accelerate product go-to-market strategies.

Revenue

$132.3M

Project Duration

1 Year

Services Provided

• Customer Experience:
  • Strategy and Design
  • Data-Driven Insights & Reporting
  • Customer Journey Mapping
  • Customer Experience Design
• Operations & Strategy:
  • Enterprise Architecture & Workflow Management
  • Performance Metrics & KPI Optimization
  • Technology Integration

Impact

DevFactory faced declining customer retention and stalled product launches, hindering their ability to capitalize on market opportunities. PMG conducted a full audit of their customer success operations, identifying gaps in engagement. To address this, PMG centralized the customer success function and introduced performance tracking tools. PMG also developed go-to-market strategies for their AI products, including negotiating partnerships and refining product messaging. These actions significantly increased customer retention and improved sales conversions.

• Centralized customer success operations, increasing retention by 25%, contributing to $34.3 million in ARR.
• Developed go-to-market strategies that improved sales conversion rates by 35%.
• Launched two AI products globally within 6 months.
• Increased customer satisfaction (CSAT) by 16% through engagement enhancements.

Summary Statement

PMG's strategic overhaul of DevFactory's customer success and sales processes, coupled with effective product launch strategies, resulted in significant revenue growth and solidified their market leadership.

Problem

High employee turnover and a lack of standardized operating procedures (SOPs) led to inconsistent service, operational inefficiencies, and higher labor costs across multiple locations. Without clear SOPs, training efforts were inconsistent, service quality fluctuated, and profitability suffered. To address these challenges, initiatives focused on enhancing employee retention, implementing structured SOPs, and standardizing operations for improved efficiency.

Revenue

$26.1M

Project Duration

6 Months

Services Provided

• People & Organizations:
  • Workforce Planning & Forecasting
  • Team Effectiveness
  • Performance Management Systems
• Operations & Strategy:
  • Multi-unit Strategy
  • Cost Management
  • Process Improvement & Optimization
  • Operations Scalability

Impact

Facing the dual challenge of high employee turnover and inconsistent operations across 15 locations, the franchisee turned to PMG. We began by conducting a thorough assessment, then implemented targeted retention strategies, including enhanced training and mentorship. Simultaneously, we developed a tailored Standard Operating Procedure (SOP) to standardize operations. This resulted in a 30% reduction in turnover, saving $1.2M annually, and a 15% increase in operational efficiency, significantly boosting RevPASH. Employee satisfaction also soared, with retention increasing by nearly 25% year-over-year, creating a stable, high-performing team.

• Implemented targeted retention strategies, reducing employee turnover by 30% and saving $1.2 million annually.
• Developed tailored SOPs, improving operational efficiency by 15% and increasing RevPASH.
• Enhanced training and mentorship programs, increasing year-over-year employee retention by nearly 25%.

Summary Statement

PMG's strategic intervention addressed critical operational and HR challenges, delivering significant cost savings and boosting efficiency and employee satisfaction for the Tim Hortons franchisee.

Problem

Escalating food costs and a lack of market differentiation threatened profitability and hindered customer attraction and retention. Without cost-control strategies and a stronger brand identity, the business faced increasing financial pressure and declining competitiveness. To drive sustainable growth, efforts were directed toward reducing operational expenses, optimizing procurement strategies, and strengthening brand positioning.

Revenue

$16.5M

Project Duration

5 months

Services Provided

• Operations & Strategy:
  • Cost Management
  • Facility & Resource Management
  • Multi-unit Strategy
• People & Organizations:
  • Workforce Planning & Forecasting
  • Team Effectiveness
  • Performance Management Systems
• Branding & Marketing:
  • Market Positioning and Go-to-Market Strategy

Impact

Facing escalating food costs, labor inefficiencies, and intense local competition, a Pizza Hut franchisee sought to bolster profitability and market share. PMG implemented a strategic plan, beginning with renegotiating supplier contracts and optimizing inventory to cut food costs by 12%, saving $650,000 annually. To address high turnover and labor inefficiencies, we introduced AI-driven scheduling and revamped training programs, reducing overtime costs by 22% and saving $210,000 annually. Simultaneously, we developed a localized loyalty program and forged partnerships with schools and sports teams, enhancing brand perception, increasing customer retention by 15%, and driving annual revenue growth of $1.65M. This holistic approach not only reduced operational costs by 10%, saving an additional $130,000, but also significantly strengthened the franchisee's community presence, ensuring sustainable growth.

• Renegotiated supplier contracts reducing food costs by 12% ($650,000 in annual savings).
• Reduced labor inefficiencies and employee turnover, cutting overtime costs by 22% and reducing employee training costs by $120,000 annually.
• Implemented a localized loyalty program and developed community partnerships, increasing customer retention by 15% and growing revenue by $1.65M annually.

Summary Statement

PMG's multifaceted strategy revitalized the Pizza Hut franchisee's operations and market presence, delivering significant cost savings and boosting customer loyalty.

Problem

A poorly executed product consolidation resulted in a critical system-wide email error, triggering a customer service crisis and exposing operational weaknesses. The failure damaged customer trust, highlighted technical debt issues, and delayed the transition to new pricing models. To mitigate these risks, immediate actions were taken to restore service functionality, resolve technical gaps, and ensure a smooth product transition.

Revenue

$14.2M

Project Duration

2 Months

Services Provided

• Operations & Strategy:
  • Risk and Crisis Management
  • Product Development
  • Process Improvement & Optimization
• Customer Experience:
  • Strategy and Design
  • Agent Training & Continuous Development

Impact

A system-wide email error, stemming from a poorly executed product consolidation, triggered a customer service crisis for FogBugz, overwhelming support teams and eroding customer trust. PMG swiftly intervened, developing and executing a crisis response plan within three days, restoring stability and mitigating reputational damage. Within four hours, PMG identified the root cause, and within the next six hours, a customer-facing communication plan was implemented to address concerns and manage expectations. Recognizing deeper inefficiencies, PMG streamlined the platform by deprecating four legacy product versions, consolidating FogBugz into two core versions, reducing operational complexity, and cutting hosting costs by over 80%. Additionally, PMG tackled significant technical debt, optimizing workflows and eliminating redundant engineering efforts, saving 2,000 engineering hours and reducing costs by $250,000 annually. These efforts not only contained the crisis but also enhanced the platform's long-term stability and efficiency, positioning FogBugz for sustained operational success.

• Developed and executed a crisis response plan, identifying the root cause within 4 hours and launching a customer-facing communications plan within 6 hours.
• Deprecated four legacy products, streamlining the platform and saving over 80% in hosting costs.
• Resolved significant technical debt, developing an agile-first maintenance approach, saving 2,000 engineering hours and reducing costs by $250,000 annually.

Summary Statement

PMG's rapid crisis management and strategic streamlining transformed FogBugz's operations, mitigating damage and enhancing long-term efficiency.

Problem

A newly acquired company suffered from extensive technical debt, fragmented customer relationships, and complex billing structures, leading to a 70% shortfall in projected margins within the first year. Without a streamlined integration plan, profitability goals remained unmet, and operational inefficiencies persisted. To address these challenges, efforts were made to unify the customer base, modernize offerings, and optimize pricing structures to restore financial performance.

Revenue

$88.4M

Project Duration

4 Months

Services Provided

• Mergers & Acquisitions:
  • Post-Acquisition Integration
• Operations & Strategy:
  • Enterprise Architecture & Workflow Management
  • Operations Scalability
  • Portfolio Strategy
  • Process Improvement & Optimization
  • Product Development

Impact

Avolin's acquisition of Agemni resulted in a 70% margin shortfall, a stark indicator of the integration challenges posed by a fragmented customer base and outdated systems. PMG swiftly conducted a comprehensive assessment, identifying redundant products and complex billing as key culprits. To rectify this, PMG developed a unified product roadmap, phasing out unnecessary offerings, and implemented a customer-centric billing platform. This strategic overhaul not only streamlined operations but also directly addressed the margin shortfall, significantly enhancing profitability.

• Streamlined Agemni's product offerings and deprecated non-viable products, reducing engineering and support load by 67%.
• Developed a unified billing platform, consolidating disparate billing models across products and simplifying billing processes.
• Reduced customer churn by 22%, retaining $2.2M annually and increasing customer satisfaction (CSAT) by 16%.
• Improved operational efficiency and cross-team synergy, resulting in a 14% increase in margin.

Summary Statement

PMG's strategic integration plan transformed Avolin's acquisition from a financial liability to a profitable asset, directly addressing the 70% margin shortfall.

Problem

Ineffective sales and marketing strategies hindered customer acquisition and revenue growth, despite offering a valuable supply chain solution. Without clear market segmentation and an optimized sales approach, conversion rates remained low, and growth potential was unrealized. To drive sustainable success, initiatives focused on defining target market segments, improving sales execution, and enhancing go-to-market strategies.

Revenue

$6.1M

Project Duration

6 Months

Services Provided

• Customer Experience:
  • Customer Persona Development
  • Customer Lifecycle Management
  • Agent Training & Continuous Development
  • Sales & Channel Management
  • AI and Service Automation
• Operations & Strategy:
  • Technology Integration

Impact

OneSCM, despite offering a powerful supply chain solution, faced a bottleneck in ineffective sales and marketing, hindering customer acquisition and revenue growth. PMG tackled this by conducting in-depth market research, identifying ideal customer profiles, and crafting a compelling value proposition. To empower the sales team, PMG implemented a comprehensive sales enablement program, including targeted training and a CRM system. These strategic initiatives directly addressed the sales and marketing challenges, driving significant growth.

• Devised a refined go-to-market strategy, resulting in a compelling value proposition that clarified market positioning and drove targeted customer engagement.
• Orchestrated the implementation of targeted marketing campaigns, generating a 25% increase in qualified leads and significantly expanding the sales pipeline.
• Directed the implementation of a comprehensive sales enablement program, improving sales team win rates by 14% and customer renewal rates by 17%, retaining $850,000 annually.
• Influenced a strategic shift in sales and marketing focus, leading to a 9x return on investment ($1.4M returned value on a $140K consultation cost).

Summary Statement

PMG's strategic sales and marketing overhaul transformed OneSCM's market approach, driving significant customer acquisition and revenue growth.

Problem

Fragmented enterprise systems and data silos hindered strategic decision-making, limited agility, and slowed product innovation. Without a unified data architecture, business intelligence remained constrained, preventing real-time market adaptation and scalability. To improve operational agility, efforts were made to implement integrated enterprise solutions, break down data silos, and enable data-driven decision-making.

Revenue

$56.9M

Project Duration

1.5 Years

Services Provided

• People & Organizations:
  • Change Communication & Stakeholder Management
  • HRIS Implementation & Integration
  • HR Analytics & Data-Driven Decision Making
• Operations & Strategy:
  • Enterprise Architecture & Workflow Management
  • Operations Scalability
  • Process Improvement & Optimization
  • Technology Integration

Impact

Artemis Capital's agility and innovation were hampered by data silos and limited visibility into business performance. PMG addressed this by designing and implementing an enterprise architecture that unified disparate data sources, creating a data-driven culture. Key business processes were streamlined using the PMG Work-Unit model, and real-time analytics were provided to support informed decision-making. This transformation directly broke down data silos, empowering Artemis Capital to rapidly adapt and innovate.

• Created a unified data source from legacy departmental sources, enhancing data analysis and driving fast, data-driven decision-making.
• Developed new corporate architecture that reduced operating expenses by 12% and low-value personnel spend by 25%.

Summary Statement

PMG's strategic enterprise architecture directly resolved Artemis Capital's data silo challenges, enhancing agility and innovation.

Problem

Inconsistent performance across key revenue metrics (RevPAR, Occupancy Rate, GOPPAR) limited profitability and constrained long-term growth. Without structured KPI optimization, asset performance remained volatile, preventing revenue maximization. To address these inefficiencies, strategies were implemented to enhance data-driven decision-making, improve operational performance, and drive sustainable revenue growth.

Revenue

$21.2M

Project Duration

4 Months

Services Provided

• People & Organizations:
  • Performance Management Systems
  • Resistance Management & Mitigation
• Operations & Strategy:
  • Facility & Resource Management
  • Multi-unit Strategy
  • Performance Metrics & KPI Optimization
  • Process Improvement & Optimization
  • Technology Integration
• BPO & Fractional Talent:
  • BPO Playbook and Architecture Development
  • Customer Support Solutions

Impact

Facing inconsistent performance across key revenue metrics, a Wyndham Hotels franchisee needed to optimize its portfolio. PMG conducted in-depth market analysis and identified best practices, developing customized action plans for each property. By implementing data-driven operating standards, PMG significantly improved RevPar, Occupancy Rate, and GOPPAR. They also identified and addressed operational inefficiencies, including implementing a software-inspired quality assurance model and strategic outsourcing, leading to significant cost reductions and improved margins.

• Developed and implemented data-driven operating standards, increasing RevPar by 30%, Occupancy Rate by 15%, and GOPPAR by 8%.
• Identified and addressed operational inefficiencies, including implementing a software-industry-inspired quality-assurance model.
• Implemented strategic outsourcing, decreasing unit operating costs by 5% and total portfolio operating margin by 8%.

Summary Statement

PMG's data-driven approach and operational optimizations significantly enhanced revenue and profitability for the Wyndham Hotels franchisee.

Problem

A disconnect between academic preparation and industry expectations left graduates struggling to secure employment in an increasingly competitive job market. Without hands-on experience, strong employer networks, and career development support, job placement rates declined, impacting both students and institutional reputation. To bridge this gap, initiatives were launched to enhance career readiness, expand employer partnerships, and integrate experiential learning opportunities.

Revenue

$146.9M

Project Duration

8 Months

Services Provided

• Branding & Marketing:
  • Market Positioning and Go-to-Market Strategy
  • Marketing Return on Investment
  • Organization & Capabilities
• Customer Experience:
  • Strategy and Design
  • Customer Advocacy & Referral Programs
  • Customer Experience Design

Impact

Saint Mary’s University recognized a gap between academic preparation and career readiness. To bridge this gap, PMG developed a comprehensive program that included guest lectures from industry leaders, fostered strong industry partnerships, and established a post-graduation internship program. This provided students with real-world experience and enhanced their professional networks, significantly improving graduate employment outcomes and enhancing the university’s reputation.

• Established partnerships with over 50 employers across Nova Scotia.
• Created and piloted an internship program, providing internships for over 100 students.
• Enhanced student satisfaction with career support services by 20%.

Summary Statement

PMG’s program significantly improved graduate career readiness at Saint Mary’s University through strategic partnerships and practical experience.

Problem

Inefficient operations and a lack of standardized service procedures led to inconsistent guest experiences, rising labor costs, and declining profitability. Without structured training programs and clear operational guidelines, employee performance varied significantly across locations, resulting in service gaps that impacted brand reputation and revenue. To address these challenges, efforts were made to streamline operations, standardize service procedures, and optimize labor costs to enhance guest satisfaction and financial performance.

Revenue

$27.2M

Project Duration

1.5 Years

Services Provided

• Operations & Strategy:
  • Cost Management
  • Enterprise Architecture & Workflow Management
  • Facility & Resource Management
  • Portfolio Strategy
  • Process Improvement & Optimization
• People & Organizations:
  • HR Analytics & Data-Driven Decision Making
  • Talent Analytics & Reporting
  • Organizational Structure & Design

Impact

A Hilton Hotels franchisee faced inconsistent service standards and operational inefficiencies across five properties, impacting guest experiences and profitability. PMG developed a comprehensive program to standardize operations. This involved assessing existing practices, developing standardized manuals and training, and implementing a cross-property staff-sharing model. These initiatives resulted in improved guest satisfaction, reduced staff turnover, and increased profitability.

• Implemented standardized operating procedures across all five properties, reducing operational costs by 11%, reducing overtime costs by 22%, and boosting employee productivity by 14%.
• Generated $7.8M in additional profit through a 15% increase in overall profitability via labor cost reductions, efficiency improvements, and enhanced guest experience due to service standardization.
• Developed and executed a cross-property staff-sharing model and enhanced workforce planning with data-driven scheduling, supporting a 33% reduction in low-value personnel spend.

Summary Statement

PMG’s partnership with the Hilton Hotels franchisee standardized operations, optimized labor costs, and improved service consistency across five properties. The initiative resulted in higher guest satisfaction, lower employee turnover, and increased profitability, reinforcing the franchisee’s competitive edge in the hospitality industry.

Problem

A sustained decline in student enrollment in an increasingly competitive higher education landscape threatened institutional revenue and the ability to meet provincial workforce demands. Without an effective recruitment strategy and optimized program offerings, the institution faced long-term viability concerns and a reduced supply of skilled graduates for local industries. To reverse this trend, initiatives focused on revitalizing recruitment efforts, strengthening student retention strategies, and aligning academic programs with industry needs.

Revenue

$255.8M

Project Duration

1 Year

Services Provided

• Customer Experience:
  • Customer Advocacy & Referral Programs
  • Customer Experience Design
  • Customer Journey Mapping
  • Customer Persona Development
  • Data-Driven Insights & Reporting
  • Strategy and Design
• Branding & Marketing:
  • Insights & Analytics
  • Consumer & Shopper Insights
  • Organization & Capabilities
• Operations & Strategy:
  • Product Development

Impact

Nova Scotia Community College faced declining enrollment in a competitive market. PMG partnered with NSCC to revitalize recruitment and program offerings. Through market research, targeted campaigns, and program optimization, PMG significantly increased student enrollment and satisfaction. Enhanced student support services, including academic advising, further improved retention.

• Launched highly targeted recruitment and digital marketing campaigns, resulting in a 17% increase in student enrollment and a matching improvement in Net Promoter Score (NPS).
• Conducted in-depth market analysis and industry engagement to refine and optimize program offerings, leading to a 22% increase in applications for workforce-aligned courses.
• Expanded academic advising capacity by integrating technology-driven solutions, adding 400+ student support hours annually while maintaining budget efficiency.

Summary Statement

PMG's strategic partnership with NSCC revitalized student recruitment and program development, boosting enrollment and solidifying the college's leadership in workforce-aligned education.

Problem

Rapid business expansion strained customer support capabilities, leading to inefficiencies, increasing resolution times, and declining customer satisfaction. Without strong leadership and scalable support processes, service quality suffered, threatening customer retention and brand reputation. To address these challenges, efforts focused on building a world-class customer support infrastructure, optimizing workflows, and enhancing leadership within the support department.

Revenue

$874.2M

Project Duration

14 Months

Services Provided

• Customer Experience:
  • Agent Training & Continuous Development
  • Omnichannel Communication & Integration
  • Predictive Analytics
  • Customer Journey Mapping
• Operations & Strategy:
  • Process Improvement & Optimization
  • Enterprise Architecture & Workflow Management
  • Operations Scalability
  • Performance Metrics & KPI Optimization

Impact

Kraken’s rapid growth strained customer support, threatening user satisfaction. PMG stepped in as interim leadership, streamlining verification, implementing omnichannel support, and leveraging KPI models. This led to a 40% reduction in onboarding time and eliminated a 3,500-ticket backlog, dramatically improving customer experience.

• Introduced AI-driven ticket triage, reducing ticket backlog from 3,500 to zero and cutting ticket resolution time from an average of 72 hours to under 15 minutes for priority cases.
• Reduced average signup-to-activation time by 40% by optimizing verification workflows and automating document processing.
• Implemented an omnichannel support system, integrating live chat, email, and social media, reducing first-response time by 65%.
• Developed KPI tracking models to measure agent performance, leading to a 22% improvement in customer satisfaction scores and decreasing cost-per-interaction by 18%.

Summary Statement

PMG’s interim leadership transformed Kraken’s customer support, significantly boosting efficiency, customer satisfaction, and scalability in a rapidly evolving market. By implementing streamlined workflows, automation, and omnichannel engagement, Kraken was able to sustain its growth without sacrificing user experience.

Problem

A hotel owner preparing for retirement lacked the expertise to navigate the complexities of the hospitality sales market, risking a suboptimal return on investment. Without a clear exit strategy, the owner faced challenges in maximizing portfolio value and securing favorable deal terms. To ensure a successful sale, efforts were made to strategically position the properties, optimize financial performance, and attract high-value buyers.

Revenue

$32.5M

Project Duration

6 Months

Impact

Admiral Hotels' owner, preparing for retirement, sought to maximize the value of their hotel portfolio in a complex sales market. PMG provided expert guidance, conducting market analysis, developing marketing materials, and managing the entire sales process. This strategic approach resulted in a sale significantly exceeding initial expectations, ensuring a successful retirement.

• Developed comprehensive marketing materials which showcased the portfolio's value.
• Managed sales process including negotiations and transaction oversight.
• Strategic management achieved a sale price above expectations.

Summary Statement

PMG's expertise in M&A strategy and execution delivered a sale exceeding expectations, ensuring a profitable and smooth retirement for the Admiral Hotels owner.

Problem

Severe financial challenges threatened institutional stability, putting operations, student services, and faculty retention at risk. Without a sustainable financial strategy, the institution faced the potential for closure, jeopardizing its ability to serve students and the broader art community. To secure long-term viability, initiatives were launched to develop a comprehensive financial recovery plan, optimize resource allocation, and strengthen institutional sustainability.

Revenue

$149.2M

Project Duration

8 Months

Impact

Confronted with critical financial instability, the San Francisco Art Institute sought a strategic path to survival. PMG began by exploring financial restructuring, including a potential merger with San Francisco State University. When the merger proved unviable, PMG rapidly transitioned to developing and executing a comprehensive, student-centric closure plan. This ensured a responsible transition, minimizing disruption for students, faculty, and the art community.

• Conducted rigorous financial analysis and merger exploration, demonstrating strategic foresight.
• Pivoted to develop and implement a student-focused closure plan, showcasing adaptability.
• Facilitated collaboration between SFAI and SFSU, mitigating community impact.

Summary Statement

The San Francisco Art Institute faced significant financial and governance challenges. PMG was engaged to develop a strategic plan to address the situation, which ultimately involved guiding the institution through a responsible closure process.