Solve an urgent business problem

With a pending acquisition in 90 days and support unavailable from their core system provider for 6 months, the C-Suite needed to rapidly automate onboarding for acquired members. 

Anticipating significant increases in volume from upcoming acquisitions, this industry leader sought to standardize, reduce, and automate sales and service activities without adding staff.

Onboarding new patient prescriptions was a tedious, manual process that often occurred after business hours, leading to numerous delays and added costs for patients, until The Lab automated it.

Industry margins were already razor thin when this leading distributor got help from The Lab to fix the order-to-cash process with the goal of eliminating costly stock-outs and errors.

Commercial relationship managers operated with a high level of autonomy, particularly on loan pricing. “For the good of the relationship,” they said. The CFO needed to take back control. 

Rapid supplier-cost increases, excessive price overrides, and overly complex pricing standards were silently and steadily eroding margins. The C-suite needed an immediate solution.

This branded producer of cosmetics gradually lost control of margins due to multiple factors, especially bundling many of its products, e.g., into gift packs, gift with purchase.

The CFO was concerned about the growing shortfall between the steadily increasing cost of returned goods and the company’s charges to clients—and sought a solution.

Despite heavily promoting its products and getting these specified in construction documents this leading supplier faced relentless competition from local, low cost, rapid delivery competitors.

Executive management sought to grow its engineered solutions business, after several earlier conventional attempts failed. They decided they needed a customer perspective.

The CEO wanted to expand the bank’s dominant market presence in commercial lending  by cross-selling bundled services (e.g., treasury management) to existing clients.

The new CEO needed to reduce Days Sales Outstanding by 25% or more. Salespeople spread across 30 U.S. locations had no standards for client onboarding and billing.