Work Arts LLCDSG had roughly doubled in size to around 1,000 employees across ten states through a run of acquisitions, and the executive team knew that kind of growth had left inconsistent product lines, supplier relationships, and commercial policies from one region to the next. As they set out to keep growing, they needed a structure and a strategy that could support an omnichannel model, stronger digital capabilities, and a consistent customer experience across the whole footprint.
I was brought in first to lead the organization design and operating model work with the management team, a phase that ran about seven months. I worked mostly solo, pulling in one consultant to help with the initial diagnostic, and coordinated with the other advisors around the CEO as the work progressed. That phase led the organization to invest in a Chief Supply Chain Officer and a Chief Digital Officer, and to restructure its Demand organization into East and West Districts, each with four market teams supported by scaled functions. Recruiting those two executives and standing up the new structure took the organization about seven more months.
Based on that work, DSG invited me back between May 2025 and May 2026 to facilitate their strategy development and deployment. I worked with the executive team to sharpen where they had a real competitive edge, landing on a model built around distinct trade segments that played to their multi-trade reach and their employee-ownership culture, then helped translate that into a phased execution plan sequenced around capability dependencies rather than an arbitrary timeline.
I can't share specific figures since the results are confidential, but the organization saw meaningful improvement in sales growth, inventory (DOH), and gross margin return on inventory (GMROI) over the course of this engagement. Just as important, DSG strengthened their leadership team, structure, and managing processes to accelerate strategic decision making and execution at scale going forward.
