The corporate office of a mid-sized medical device company called Waddell Group to shut down a remote, poorly-performing design and manufacturing operation.
Waddell Group, acting as the GM, first stabilized the work force and projects preparing for transfer to another division.
In the process, the company noted a significant uptake in performance of that division and asked Waddell Group to continue as GM but hold off on closure plans. Within a year, this facility became one of the most productive operations.
Waddell Group subsequently helped hire the permanent GM and transitioned the role.