Design Pickle

Like a lot of fast-growing companies, Design Pickle had shiny object syndrome. The team would bounce to the next thing and projects would quietly get dropped. Different departments were chasing different goals, which doesn’t work for long. They’d tried other management systems and tried reading the books, but nothing stuck, there was never any traction around the ideas Russ brought to the table. Good intentions, no follow-through, and a leadership team that wasn’t quite rowing together.

We worked across all three sides of the 3D Momentum Model and gave the company one place to operate from. Shared goals across departments so nothing fell through the cracks. Clear roles that took the anxiety out of the day. A real cadence and outside accountability, because the difference-maker wasn’t a new idea, it was finally not trying to do it alone. Russ was direct about it: the work mattered because they stopped trying to wing it.

“The game-changing difference,” Russ said, “is that we didn’t try to do it ourselves. We invested, were held accountable, got coaching resources, and stopped trying to wing it.” Aligned leadership, a clear three-, five-, and ten-year picture, and a team operating with far less anxiety than before.

Lou Bachrodt Automotive had the same problem: meetings happening constantly, business not actually moving – see what changed once the cadence had teeth.