Futurise Growth Partners · Case Studies
Real Companies.
Real Results.
We work inside construction and manufacturing businesses — not just on the financials, but on the decisions, the systems, and the people behind them.
Every engagement below reflects the same philosophy: measure the right things, build the right systems, and give people a line of sight between their daily work and the company's bottom line. These aren't hypotheticals. They're companies we've helped transform.
Revenue More Than Doubled —
From $7M to $15M
How a redesigned profit-sharing program aligned an entire workforce, rebuilt a broken culture, and turned a near-breakeven contractor into a $4M annual profit business — in three and a half years.
When a private equity firm acquired a $7M construction subcontractor, they inherited more than a business. They inherited a broken culture. A profit-sharing program employees had counted on was cut immediately. Eighteen months later, morale had cratered. The lead superintendent threatened to retire — almost daily. Finger-pointing had replaced accountability. And the financials reflected exactly what the culture felt like: nearly break-even, with no clear path forward.
John walked in and saw what the data couldn't fully capture: a team that had stopped trusting each other — and a leadership structure that had never been built for this environment. The operations leader had come up through sales. He was capable, but he had never managed a field crew. The superintendent who knew how to run jobs felt unheard.
The stated problem was low morale. The real problem was that the systems had failed the people — not the other way around.
"We came down and said it was more of the systems than the people. Most of the people are still there and they're doing really great."— John Hoffman, CFO Lead, Futurise Growth Partners
John built a profit-sharing model designed to do one thing above all else: get everyone working toward the same goals. That sounds simple. The execution was not. He went through twelve iterations of the model before both the parent company and local management reached agreement — walking through the real numbers until both sides could see what the program would actually look like once it was running.
The model was anchored to net income. But net income alone is too abstract for a field crew. So John identified the specific KPIs each team could directly influence — labor efficiency, material costs, schedule adherence. Every line item on the income statement had an owner. Once a month, after the books closed, the whole team gathered to walk through the actual numbers together.
"The employees understand what they did that month to impact net income — which then impacted their profit sharing."— John Hoffman, CFO Lead, Futurise Growth Partners
Revenue grew from $7M to over $15M — more than doubling in roughly three and a half years. Profits moved from nearly break-even to almost $4M annually. EBITDA more than doubled. But the numbers only capture part of what changed. The superintendent who threatened to retire every other week is still there. The finger-pointing stopped. Employees show up differently when they understand that their daily decisions — how carefully they manage materials, how efficiently they schedule equipment — show up in their own paycheck at the end of the month.
Construction is a volatile industry. When the market is moving, everyone is busy and margins feel fine. When it slows — and it always slows eventually — the cracks show fast.
A well-structured profit-sharing program doesn't just motivate your team during the good stretches. It builds the kind of shared understanding that holds a company together during the hard ones. When employees have seen the income statement, when they know how their work connects to the bottom line, they don't panic when a slow quarter comes. They understand. And they stay.
The right time to build this program is before you need it.
From Losing by 20 Goals
to Winning the Championship
The same KPI framework John brings to every business engagement — applied first on a soccer pitch. Stop measuring outcomes. Find the leading indicator, and change the behavior.
The scoreboard was ugly. A girls high school soccer program had entered a highly competitive winter indoor league — one where opponents came from schools twice their size, with teams that had played together for years. Losses in every game, most of them lopsided. When a team falls behind by more than ten goals in indoor soccer, the rules give them an extra player. This team spent most of the season playing six against five. And still lost. Sometimes by more than twenty goals.
John Hoffman — FGP's CFO Lead and a Six Sigma Green and Black Belt — was the assistant coach. He watched a few games, looked at the numbers, and recognized the real problem immediately: they were measuring the wrong things.
The initial stats tracked what most coaches would track: shots on goal, goals allowed, plus/minus by player. Standard metrics. Reasonable instinct. The problem was that those numbers only confirmed what everyone already knew — the team wasn't good enough yet. They were lagging indicators. They told you what had already happened. They gave the players nothing to act on.
John had spent years working directly with Toyota as a sole supplier, absorbing their approach to process improvement. The core lesson: if you want to change outcomes, stop measuring outcomes. Find the leading indicator — the decision point upstream where the result is actually determined — and measure that.
He identified the real problem quickly: the team wasn't losing because of poor goalkeeping or bad defense. They were losing because the ball almost never stayed with them. He shifted the entire focus to two KPIs: good passes sent and good passes received.
The first game after the new tracking started, the data was stark. Three potentially good passes in an entire game. One received. John sat the team down and walked through the numbers. At first, they stared at him — certain that couldn't be right. So he asked each player to name the passes they'd sent that were actually received and used. One by one, they confirmed it.
That moment of shared recognition changed everything. From that point forward, every player knew exactly what she was responsible for — not the scoreboard, which was out of her control. Whether she made a clean pass and whether she was in position to receive one — that was entirely within her control. The KPIs gave the team something to improve on, not just something to feel bad about.
"The people that do the jobs actually know the answers. They just don't necessarily know how to implement them or how to bring them up to management."— John Hoffman, CFO Lead, Futurise Growth Partners
By the end of the season: over 30 good passes per game, with 28 or more received. The teams that had beaten them by 20 goals earlier in the season? This team beat them before the year was out — with the same roster they'd started with. The following summer, they won the championship.
The roster didn't change. The competition didn't get easier. What changed was the measurement system — and with it, the behavior of every person on the field. This is the same methodology John brings to every business engagement at FGP.
Most business owners are drowning in lagging indicators. Revenue is down. Margins are shrinking. A job came in over budget — again. These numbers are real, and they matter. But they tell you what already happened. They don't tell you where to intervene.
The companies that pull ahead — in construction, in manufacturing, in any trade — are the ones that figure out their leading indicators. The metrics that, when moved, actually move the outcome. That work requires someone who knows how to find them. Not just in the financials, but on the floor, in the field, in the conversations that don't show up in any report.
What leading indicators are you currently tracking in your business — and are they actually leading anywhere?
Ready to take the next step?
Your business deserves more than
a scorekeeper.
Whether you're running a construction company or a manufacturing operation, we bring the financial clarity and hands-on guidance that moves the needle — before you need it most.
Book a Free Discovery CallFuturise Growth Partners · Case Studies
Real Companies.
Real Results.
We work inside construction and manufacturing businesses — not just on the financials, but on the decisions, the systems, and the people behind them.
Every engagement below reflects the same philosophy: measure the right things, build the right systems, and give people a line of sight between their daily work and the company’s bottom line. These aren’t hypotheticals. They’re companies we’ve helped transform.
Ready to take the next step?
Your business deserves more than
a scorekeeper.
Whether you’re running a construction company or a manufacturing operation, we bring the financial clarity and hands-on guidance that moves the needle — before you need it most.
Book a Free Discovery Call