Middle-Market Companies
Operations improvement for middle-market companies.
When work crosses teams, locations, and systems, the problem is rarely contained to one person or one department. BMG diagnoses one defined operating constraint, works through the teams involved, and stays through implementation and measurement.
Established companies, often between approximately $25 million and $1 billion in annual revenue, with multiple teams, locations, systems, or cross-functional dependencies. Revenue is a guide, not the only qualification. The right fit depends on whether there is a defined operating problem with measurable economic value.
Talk through an operating problemFor transportation, logistics, and supply chain organizations specifically, see operations improvement for logistics and supply chain teams.
Where middle-market operations get stuck
Work fails between departments.
Sales to operations, operations to finance, office to field. Each function runs well on its own, and the handoffs between them are where jobs stall, get repeated, or lose an owner.
Execution is inconsistent across locations.
The same process runs three different ways in three offices. Results depend on which team touched the work, and leadership cannot tell why one location outperforms another.
Manual work bridges the systems.
The ERP, the CRM, the operating platform, and the spreadsheets that connect them. People re-enter the same information, and every re-entry is another chance for error and delay.
Management layers obscure the actual constraint.
Reports describe symptoms. By the time a problem reaches the leadership team, it has been summarized twice and the constraint that caused it is no longer visible.
Growth adds activity without improving margin.
Revenue is up, headcount is up, and the business is busier than ever. Margin has not followed, because the operating model was designed for a smaller company.
Customers wait on internal handoffs.
Onboarding, scheduling, invoicing, resolution. The customer experiences the whole journey as one delay, and the delay lives inside the operation.
How the Operations Diagnostic works
BMG scopes the work around one defined operating area, constraint, or business objective. The Diagnostic identifies the economic impact, establishes priorities, and creates a measurable implementation path.
The method is the same one BMG runs everywhere: the workflow as it actually runs, not as documented; who holds the decision at each step; the management routines that surface problems early or too late; the systems in play and the data handoffs between them; where approvals and capacity bottleneck; what each finding costs; and how the result will be measured. In a middle-market company the difference is scope: the workflow is followed across the teams, locations, and systems it touches, and the findings readout is built for a leadership team rather than a single owner.
Middle-market Diagnostics are scoped separately because stakeholder count, locations, data, and cross-functional complexity vary. Final scope and fee are agreed in writing before work begins. The deliverable is built to stand on its own: findings, the economic impact of each material finding, priorities, named owners, and a sequenced plan. What a Diagnostic covers · how engagements run.
Phase 2 implementation
The Diagnostic can end with the plan in your hands; it is built for that. Where the findings warrant it, Phase 2 is scoped and priced separately and can include hands-on execution, change management, and performance measurement.
Implementation runs as bounded Fix Sprints, 30 to 90 days each, one named problem per sprint: a workflow redesigned across the departments it crosses, a handoff repaired, ownership clarified, a management cadence installed, two systems connected, a process automated once the workflow is designed to support it. Each sprint starts with a baseline, a target, a measurement method, and an owner, and closes with the agreed measurement wherever clean measurement is possible. BMG works through your teams, inside your governance cadence, and hands each change over with a named internal owner and the documentation to run it.
Relevant operating experience
From Brad Berlin's operating career. Not BMG client outcomes.
- While serving with a larger consulting firm, Brad was part of a team that redesigned an anonymized carrier division of roughly $150M spanning 13 offices that operated as silos, bringing them into one operating model across work ownership, incentives, rules of engagement, training for more than 100 employees, and steering-committee governance. Ten months after implementation, the division was at 100% of its revenue goal and 118% of its gross-profit goal.
- As Chief Customer Officer at MyCarrier, cut customer onboarding from multiple weeks to about 3 to 4 days by working with the frontline team and redesigning the workflow, and cut support resolution time from about 26 minutes to about 90 seconds by redesigning intake and routing and connecting the systems the company already owned.
- At project44, restored a deprioritized integration layer spanning 350+ carrier API integrations, coordinating customers, external partner IT organizations, and internal engineering without direct authority over any of them. 26 new connections shipped in under nine months.
- As COO of Freightclaims.com, led a cost restructuring during a capital-constrained period that cut monthly operating expenses 30 to 40%: vendor renegotiation, tool consolidation, financial controls.
Start with one constraint.
Thirty minutes on one operating problem, at no charge. If BMG is not the right fit, you will hear that plainly. If the problem sits inside a single business unit of a larger organization, see how BMG works with enterprise teams.