Revitalizing Healthy Organizations:
Selected Client Matters



Diversified Automotive Chemicals Manufacturer
Needing New Focus

A Perfect Fit: Consolidation of Two Sister Divisions Leading to Best-in-Class

Supplier to the Defense and Commercial Aerospace Industry in Need of Revitalization

Product Commoditization Driving Regional Automobile Club to Change Organizational Focus

Graduate School of Leading Public University Looking for Consensus and Strategic Direction

Revitalization for New Growth in Decorative
Construction Products

Successful Assimilation of Two Industrial Product Acquisitions

Merger of a Capital Goods Manufacturer with its Arch Rival


Family Distribution Business in Need of Revitalization


Merger Assimilation of North/South Rivals


Organizational Assessment and Design Following a "Merger of Equals"


Organizational Strategy and Design for a Public Utility


Revitalizing a Future Industry Leader

Market Study & Strategy Development for Multinational Printer Establishing Operations in the US


Revitalizating a Packaging, Packing, and Filling Equipment manufacturer


Management Reorganization in a Fragmented Folding Carton Business


Transforming the Future of a Regional Office Supply Manufacturer and Marketer


An Opt-Out Decision on Major ERP Conversion for US Subsidiary



Diversified Automotive Chemicals Manufacturer
Needing New Focus

This third generation family business is a pillar in the local community. Financial results in the past few years, however, were slipping, particularly in one of their three divisions. In order to prevent further erosion, Norelli was hired to provide a comprehensive strategic analysis of the company’s divisions and the industries in which they competed. Based on the results this analysis, Norelli led the executive management team through a strategic planning process, ranging from the definition of the Company’s core purpose to detailed action steps including responsible personnel and deadlines.

Led by Norelli’s preliminary findings, the Company started closing down one of its three divisions even before the engagement ended. Management appreciated Norelli’s ability not only to help in the formulation of the plan, but also to gain “buy-in” from all levels in the Organization. Currently, the Company is in the middle of implementing the plan and is well along the road of future prosperity.

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A Perfect Fit: Consolidation of Two Sister
Divisions Leading to Best-in-Class


A diversified aerospace and defense manufacturer was struggling with the changing demands of several distinct market segments, including aerospace and automotive markets, and doing business under two names while operating from two locations. After a thorough organizational and strategic assessment, Norelli saw an unusual opportunity for two imperfect pieces to fit perfectly together. Inventorying talent across all functions in both locations, Norelli assisted the newly-designed executive management team to create a consolidation plan to transform these businesses into a “best-in-class” competitor.

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Supplier to the Defense and Commercial Aerospace
Industry in Need of Revitalization


A designer and manufacturer of electronic connectors for the commercial and military aerospace industries struggled with its transformation. The company was required to move from a founder-dominated closely-held business to a performance-oriented operation as mandated by a shifting market environment and its new owner, a multinational aerospace company.

Executives were asked to assess the interactivity and productivity within the senior management team. During confidential face-to-face interviews, Norelli quickly gained the trust of senior management and identified the causes impeding the organization’s transformation process. Norelli summarized its findings in a detailed evaluation of each individual’s strengths, weaknesses and future potential. To the surprise of the parent company, Norelli’s opinion was that the company had the required talent to move the organization to the next level, assuming executive coaching was provided and selected managers promoted from within the ranks.

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Product Commoditization Driving Regional Automobile Club to Change Organizational Focus

An automobile club was diversified into various business segments and facing significant market shifts in most of them, caused by changes in technology and customer preferences. While the Company had produced years of consistent profitability, its overall financial performance was sub-par when compared to its peers. The Company’s domestic call center suffered from high turnover and the related additional cost of frequently hiring and training new personnel.

Norelli conducted extensive confidential interviews with employees in each division and location, and carefully analyzed the individual market segments as well as internal records. Norelli’s recommendations centered around changing the Company’s mindset from a product-oriented to a customer-centric organization, and separating commodity-like services from innovative, high value-added products.

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Graduate School of Leading Public University Looking for Consensus and Strategic Direction

Although this graduate school of a leading public university was rated higher than ever before in its history, the faculty, administration, and the board of advisors were not united regarding the future direction of the school. Furthermore, students and employers of graduates had differing opinions on the type of education the school provided. Norelli was retained by the School to conduct a strategic assessment and lead a multifaceted team through a strategic planning process. The cornerstone of the strategic assessment was 120 confidential interviews (mostly face-to-face) with all constituencies of the School. These interviews allowed Norelli to probe and determine problems while formulating ideas about how to address the school's significant challenges and opportunities. Norelli led the team through three strategic planning retreats where data and ideas were presented, debated, and ultimately set within a comprehensive strategic plan.

The result of Norelli’s work gave the School the framework and direction for the future of the institution. The School used the plan for positive action, creating mechanisms to retain and attract top faculty while further enhancing their teaching mission.

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Revitalization for New Growth in Decorative Construction Products

The US subsidiary of an international building products company was financially healthy, though not growing. Working alongside the relatively new CEO, Norelli assessed the real opportunity within a struggling SBU and evaluated the key management team, paying special attention to ability to innovate and cultural affinity with the European parent (a second-generation family business). The result was selective infusion of new talent (financial and marketing), internal promotions within engineering and operations, a make-or-break business plan for the under-performing SBU and an expanded strategic planning process reconfigured to meet the expectations of the parent.

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Successful Assimilation of Two Industrial Product Acquisitions

Norelli conducted strategic and organizational due diligence on two companies to be acquired by a long-standing foreign-owned industrial products client. Assessment of talent, market reputations, including product, technology, and service capabilities, and brand recognition all led to the development of assimilation plans which included some executive transfers in both directions. Norelli’s work with both acquired companies has continued. A third potential acquisition was cancelled based on Norelli’s organizational due diligence.

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Merger of a Capital Goods Manufacturer with its Arch Rival

A market leader supplying capital equipment to the logistics and warehousing industry had acquired its hated competitor, extending both geographic reach and product offerings. The history of intense rivalry between the two parties dictated a significant amount of sensitivity and experience in bringing the organizations together.

In confidential interviews with all executives of both companies, Norelli identified the most significant strategic issues and opportunities for the newly-formed organization. A detailed action plan was developed merging sales and marketing organizations, which included significant promotions from both sides. Following a thorough cultural assessment, Norelli was able to gain the buy-in of all relevant executives and secured a successful start of the new organization.

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Family Distribution Business in Need of Revitalization

The lack of management depth and outdated technology and processes paralyzed the organizational development of this third-generation family business (a leading distributor of supplies and materials for construction and HVAC markets). While still financially stable, the Board asked Norelli to be the change agent and position the company for future growth.

Under Norelli’s nine-month-long leadership as interim President & CEO, unprofitable market segments were eliminated and the management talent realigned. Norelli restructured the MIS department, followed by the design and implementation of a company-wide IT conversion program involving more than 100 branches, which was successfully completed ahead of schedule and under budget.

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Merger Assimilation of North/South Rivals

Two leading manufacturers of custom folding cartons and other specialty packaging for the pharmaceutical and personal care industries needed assistance in merging their organizations. Through interviews with executives on both sides and its long-standing knowledge of the larger firm, Norelli assessed the cultural differences and identified the potential for synergies. Norelli conducted a three-day retreat, where the organizational changes, new strategies and action steps addressing the cultural differences were discussed. Using the best talent from both organizations, a new executive management team was formed. Norelli continued to assist the new management team in sales, customer service and operational questions as the new company extended its industry dominance.

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Organizational Assessment and Design Following a “Merger of Equals”

A profitable and rapidly growing provider of analytical and testing services for solids and liquids was pursuing a roll up strategy with private equity backing. After a few small acquisitions, the company doubled in size with a single merger. Challenges included integrating two fundamentally different cultures and operating models, as well as combining management teams with significantly different expectations.

Norelli assessed management of the predecessor companies, designed a new organizational structure, and recommended staffing for the new company. The new structure reduced political issues, enhanced morale, and improved operational effectiveness.

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Organizational Strategy and Design for a Public Utility

A publicly traded gas pipeline and distribution company was facing increasing competition as a result of deregulation. Norelli & Company assessed the management team in light of the skills required for success in the new competitive environment. Norelli then worked with senior management to develop an organizational structure and staffing to support a transformation from its old operations-oriented culture to a new customer-oriented culture. This new structure also facilitated moving into complementary, non-regulated businesses.

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Revitalizing a Future Industry Leader

A new CEO had rescued a family paperboard packaging company from a crisis, stabilizing cash flow and restoring basic profitability. Norelli was retained to help with the next steps – restructuring the business for sustainable success, followed by the “return to normalcy,” i.e. growth. In concert with the senior team, Norelli developed the new strategic plan. A particular customer segment where the company could dominate was identified, a plan to achieve unsurpassed pre-press design and CRM skills was put in place, the senior team was strengthened with additional talent, and unattractive customer segments were identified and addressed.

Surprisingly, the company’s best days lay ahead. The desired dominance was achieved, private equity emerged to complete the transition from family heritage as well as financing further initiatives while incentivizing management. Mr. Norelli ultimately was invited to join the Board.

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Market Study & Strategy Development for Multinational Printer Establishing Operations in the US

A multinational conglomerate with printing operations in Africa and the UK wished to explore establishing operations in the U.S. Norelli & Company analyzed the commercial printing industry in the Southeast, recommended an acquisition (as opposed to de novo) strategy, and identified potential candidates. Client accepted the recommendations and engaged Norelli to conduct a strategic due diligence of the two leading candidates. Our client bought the lead candidate, successfully establishing operations in the U.S.

Subsequent to the initial engagements in printing, this client retained Norelli to conduct an organizational assessment of publishing operations in Africa, paper and converting operations in Africa and the UK, and media operations in Africa. Norelli recommended changes in management structure and staffing and developed HR policies and procedures. The client implemented the recommendations resulting in clearer lines of authority and increased management accountability.

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Revitalizing a Packaging, Packing, and Filling Equipment Manufacturer

A third-generation family business providing packaging machinery systems for the dairy and juice industries had hired a new CEO to invigorate the company’s venerable name. Norelli’s assessment revealed outdated technology in key segments while insufficient cost accounting had not allowed for a strategic evaluation of the existing product portfolio.

After independently assessing the market opportunities and the competitiveness of key products, Norelli helped the company develop a new strategic plan, narrowing the R&D focus, rationalizing product lines, outlining a product value engineering plan, and identifying European alliance partners with state-of-the-art technology for certain new product segments.

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Management Reorganization in a Fragmented Folding Carton Business

This second-generation family company was well-located geographically with an impressive list of blue-chip consumer-product customers. Yet, sales were flat, profits marginal, and employee morale poor. Norelli helped the company by gaining management consensus on direction and goals, promotions for several key non-family executives, developing a new capital budget to improve efficiency and quality while expanding a growing vacuum forming business, changing plant management, and clarifying the roles of certain family members. Subsequently the family members were able to retire, and the current business continues to be profitable.

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Transforming the Future of a Regional Office Supply Manufacturer and Marketer

A full-line manufacturer of office and accounting forms and supplies, both specialty and commodity, found itself a non-core business in a much larger public corporation. This division was suffering from old technology, ineffective plant management, quality problems, stagnant sales and lack of vision. Assisting a new CEO, Norelli evaluated key people in the organization and assisted in developing a vision, mission statement, strategic plan with action steps and timetables, and capital expenditure plan to restore competitiveness.

Upon successful completion of the assignment, Norelli informally suggested that both the division and the parent might be best served if the office supply manufacturer were divested. Following Norelli’s recommendation, the business was sold two years later to a strategic buyer.

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An Opt-Out Decision on Major ERP Conversion for US Subsidiary

The US subsidiary of an international family-owned building products company was faced with a decision regarding whether or not to participate in a planned massive ERP conversion scheduled for Europe. Norelli’s assessment of business processes, software and hardware platforms and the capacity to support both internal and external growth led to a recommendation to not attempt the large conversion, but instead take smaller steps to satisfy specific needs. Not long thereafter the European initiative was halted.

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Revitalizing Healthy Organizations

Resolving Troubled Situations

Managing Transitions
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