Nobody's job, everybody's problem: fixing a business with no org chart

Commercial cleaning contractor, 60 staff · Growth Partnership

Where it started

The company had grown fast on the back of a few big contracts, but grown in a strange shape: three managers doing overlapping jobs, decisions bouncing between them, and the owner still being the one people called when a client complained, whatever the actual issue was.

What we did

We spent the first weeks mapping who was actually doing what, not what the job titles said. Then rebuilt it properly: clear ownership for operations, for client relationships, and for recruitment, with the owner stepping fully out of two of the three.

Where they landed

Client complaints started reaching the right person first time instead of going straight to the top. The owner freed up close to a day a week, which went straight into chasing the next contract instead of firefighting the current ones.