Case Study: Transforming a Manufactured Wood Products Company Through Strategic Partnership with Synergy Solutions

Introduction

In today’s business environment, manufacturing companies—especially those with multiple divisions and complex operations—face an ongoing challenge: staying financially sound while also managing people, processes, and growth. For one Northeast-based manufacturer of engineered wood products that we’ll call EWP, these challenges came to a head after years of financial instability, operational disorganization, and leadership bottlenecks.
This case study explores how Synergy Solutions, a fractional CFO and business process consulting firm, partnered with EWP to implement financial systems, leadership frameworks, and cultural shifts that radically improved their performance and sustainability. Through financial stabilization, structured leadership development, and operational efficiency, Synergy Solutions helped the company evolve from reacting to its environment into a proactive, thriving, values-driven organization.

---

Challenges Before Engaging Synergy Solutions

Before engaging Synergy Solutions, EWP struggled on multiple fronts. Financial uncertainty was a persistent theme. As Kathy, a senior accounting leader at the company, noted: “We did not have any form of a cash flow system. We always had a balance on our line of credit—basically maxed out.” Vendors were reluctant to release materials until payment was received, fines were routine, and payroll often came down to last-minute deposits just to stay afloat.

Operational inefficiencies further compounded the problem. The company had no formal inventory system, no job costing process, and no standardized budgeting practices. As DeWayne, the company’s Synergy Operating System (SOS) Integrator, put it, “We didn’t even know our overhead costs, and we were paying guys the same amount regardless of sales volume. We had zero processes in place.”

Leadership and communication were also major issues. Decision-making was centralized around the company’s CEO, whose thoughtful nature often slowed down necessary action. As a result, the organization operated in silos, and team members lacked clarity about roles, responsibilities, and authority.

This organizational fog left employees uncertain and disengaged. Without an accountability structure or clear communication channels, decisions took too long and progress was inconsistent. As Peter, the CEO, later reflected, “I’m a slow decision-maker, which can be good at times, but when things need to happen fast, it really held us back.”

---

The Synergy Partnership: Systems, Structure, and Support

The engagement with Synergy Solutions began out of necessity. Following the departure of a previous CFO, the company needed urgent help with financial management. Initially brought in for that purpose, Synergy’s scope quickly expanded as the leadership team began to understand the full value of their services.

Profit First and Financial Turnaround

The first major transformation came in the form of financial discipline. Peter explained that EWP didn’t have good numbers for job costing, didn’t have a CapEx schedule, and although they had read, “Profit First” by Mike Michalowicz and had wanted to implement it, they never really figured it out. Peter enthusiastically remarked, “it was awesome that Ryan brought that to us!”  Synergy implemented Profit First, robust budgeting, job costing, and cash flow forecasting. “We’d never had a budget before,” said Kathy. “Now we meet every Friday to review our cash flow and upcoming obligations. I actually look forward to those meetings.” Regarding the Profit First implementation, Kathy explained, “[It} was hard to get started. Ryan had some pushback from some of the leaders, which I believe was because we didn’t understand the process.  Now that we have built it up to over $100,000, the same leaders are asking what we can do with it and feel a little better about the slow season coming and possible profit sharing.”

Collections processes also saw dramatic improvement. Previously, late payments were common, and overdue receivables were neglected. Accounts receivable over 30 days past due exceeded 50%! Today, the company’s past-due accounts have dropped significantly, with over-30-day receivables now under 7%.

As DeWayne put it, “We didn’t know what we didn’t know—job costing, labor tracking, overhead management. Synergy brought visibility and control to all of that.”

Operational Efficiency

Once financial stability began to take root, the focus shifted to operations. Synergy helped introduce and standardize processes across departments. An inventory management system was implemented, evolving from manual counts to integrated systems like NetSuite. Waste was reduced dramatically. Staples alone—once costing the company $12,000 per pallet—were sourced at half the cost after a comprehensive supplier review.

Even seemingly minor changes led to major savings. Office supplies were renegotiated for over 50% in cost reductions. Insurance was reassessed, saving the company an additional $60,000 annually.

Perhaps most critically, these cost-savings initiatives became contagious. “Everyone—from leadership to maintenance to production—became efficiency- and cost-conscious,” said DeWayne. “It’s become part of the culture.”

Leadership Development and SOS Implementation

A cornerstone of Synergy’s impact was its introduction and facilitation of the Synergy Operating System (SOS), a system designed primarily on EOS (Entrepreneurial Operating System). This brought much-needed structure to leadership, including clear accountability charts, defined roles, and a consistent meeting rhythm.

Peter acknowledged, “We now make decisions as a team. It’s no longer about one person. That’s been the most transformative part.”

Weekly Level 10 meetings created alignment and trust. Kathy commented, “We’ve learned to be direct without being destructive. At first, healthy conflict was hard—but now, it’s become second nature.”

DeWayne echoed this sentiment: “We’ve cried together, been angry together, laughed together, and supported each other through it all. We’ve become a true team.”

The results extended beyond the boardroom. Shop floor employees became more engaged, aware of cost implications, and proud of their contributions. “Even our shop guys think differently now,” said Kathy. “They reuse materials, track waste, and care about efficiency in a way they didn’t before.”

---

The Results: Cultural Shift and Sustained Performance

When asked to identify the single biggest improvement, the leadership team pointed to leadership and culture. “The culture has changed entirely,” said DeWayne. “People want to work here now. We have applicants walking in off the street. And more importantly, people who left are coming back.”

Employee retention, once a revolving door with 25 seasonal departures common, has improved by 25%. Even during winter slowdowns, employees opt into shared work programs rather than leaving, demonstrating loyalty and long-term commitment.

Moreover, the company is now attracting and retaining H2B workers, with several returning each year and even referring family members to join the team.

As Peter put it, “Everything rises and falls on leadership. If I had to pick the single biggest impact from our work with Synergy, it would be the leadership development. It’s changed everything.”

---

Conclusion

The partnership between Synergy Solutions and EWP is a powerful example of how the right support, implemented with care and accountability, can drive transformational change. What began as a response to financial chaos evolved into a comprehensive revitalization of culture, operations, and leadership.

Through disciplined financial oversight, SOS implementation, and cultural alignment, Synergy Solutions helped this company achieve stability, scalability, and a renewed sense of purpose. As Kathy summed it up: “If you could have seen what we were before and what we are now, the difference is unreal. And it’s because we trusted the process and the people at Synergy. I believe anyone who works with them will get their money’s worth…plus!”