Team Leadership & Organizational Design
Scaling a 22-Person Global Team Through a Layered Leadership Structure
The ClientA global materials and solutions provider serving major athletic and outdoor apparel brands, operating a matrixed, multi-region commercial organization.
The Challenge
- A commercial organization was growing faster than its leadership structure, with unclear reporting lines limiting accountability across a 22-person, multi-region team spanning Sales, Product Development, Forecasting, and Pricing.
- Individual contributors lacked consistent performance expectations, coaching, or defined capability-development paths, creating retention and organizational-readiness risk.
- A failing acquisition needed to be folded into the organization without disrupting service levels for major brand partners.
The Approach
- Designed and stood up a layered leadership structure of four direct-report leads, each promoted from inside and managing their own team, to replace an unstructured reporting model.
- Coached leads directly on cross-functional advocacy and cascaded clear performance expectations and capability-development plans through the organization.
- Directed the people, process, and systems integration of the acquisition, aligning workflows and reporting lines with enterprise objectives while protecting partner-facing operations.
The Results
- Scaled and stabilized a 22-person global team under a layered leadership model, improving accountability and organizational readiness.
- Elevated team output and retention through structured coaching and capability-development plans.
- Completed the acquisition integration with zero disruption to wholesale partner operations or service levels.
