# EOS Case Studies: Companies That Got Traction

Implementing EOS transforms companies across every industry. This collection of case studies illustrates how different types of organizations -- from SaaS startups to manufacturing companies -- used the Entrepreneurial Operating System to overcome specific challenges and achieve measurable results. Each case follows a consistent structure and concludes with lessons that apply broadly.


## Table of Contents
1. [Case Study 1: CloudStack Solutions (SaaS Startup)](#case-study-1-cloudstack-solutions-saas-startup)
2. [Case Study 2: Meridian Consulting Group (Professional Services)](#case-study-2-meridian-consulting-group-professional-services)
3. [Case Study 3: Precision Metal Works (Manufacturing)](#case-study-3-precision-metal-works-manufacturing)
4. [Case Study 4: Spark Digital Agency (Marketing Agency)](#case-study-4-spark-digital-agency-marketing-agency)
5. [Case Study 5: Summit Health Partners (Healthcare)](#case-study-5-summit-health-partners-healthcare)
6. [Common Patterns in Successful EOS Implementations](#common-patterns-in-successful-eos-implementations)
7. [Typical Results Timeline](#typical-results-timeline)

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## Case Study 1: CloudStack Solutions (SaaS Startup)

### Company Profile

- **Industry:** B2B SaaS (project management software)
- **Revenue at start:** $3.2M ARR
- **Employees:** 35
- **Founded:** 4 years prior
- **Leadership team:** CEO (Visionary), COO (Integrator), VP Sales, VP Engineering, VP Marketing

### Starting Challenges

- Revenue growth had stalled at 15% year-over-year after three years of 80%+ growth
- The CEO was involved in every decision, creating a bottleneck
- Engineering and Sales were in constant conflict over roadmap priorities
- No formal meeting rhythm; ad hoc meetings consumed 30+ hours per week across leadership
- Three key engineers quit in six months, citing lack of direction

### EOS Components Implemented

**Quarter 1:** Focus Day established the Accountability Chart. The CEO stepped into the Visionary role and the COO formally became the Integrator. Weekly Level 10 meetings replaced all ad hoc leadership meetings. Five quarterly rocks were set, including hiring a VP of Customer Success.

**Quarter 2:** V/TO completed. Core Values defined: "Ship It," "Customer Obsessed," "Radical Candor." Core Focus: "Make teams productive" + "Project management for mid-market SaaS." A weekly Scorecard with 10 metrics was launched.

**Quarter 3:** People Analyzer run on all 35 employees. Four people were identified as wrong person/wrong seat. Two were moved to better-fitting roles. Two exited. The engineering-sales conflict was IDS'd: root cause was no product prioritization process. A core process ("The Roadmap Engine") was documented.

**Quarter 4:** Department-level Level 10 meetings rolled out. Department scorecards created. Rock completion rate hit 85%.

### Results

| Metric | Before EOS | After 12 Months | After 24 Months |
|--------|-----------|-----------------|-----------------|
| ARR | $3.2M | $4.8M | $7.1M |
| ARR Growth | 15% | 50% | 48% |
| Employee Headcount | 35 | 48 | 65 |
| Employee Turnover | 28% annually | 12% | 8% |
| Rock Completion | N/A | 75% | 88% |
| Level 10 Score | N/A | 7.2 avg | 8.6 avg |
| CEO Weekly Hours in Meetings | 32 | 12 | 8 |

### Timeline

- **Month 0-3:** Foundation (Focus Day, VB1, VB2). Immediate reduction in ad hoc meetings.
- **Month 3-6:** First quarterly session. Scorecard revealing blind spots in customer health metrics.
- **Month 6-12:** People decisions made. Core processes documented. Revenue growth resumed.
- **Month 12-24:** EOS cascaded to all departments. Company operating as a self-managing system.

### Key Lessons

1. The CEO stepping out of day-to-day operations and into the Visionary role unlocked growth that was being bottlenecked by one person.
2. The engineering-sales conflict was not a people problem -- it was a process problem. Documenting the roadmap prioritization process resolved years of tension.
3. The weekly Scorecard caught a customer health decline that would have resulted in major churn if not addressed early.

## Case Study 2: Meridian Consulting Group (Professional Services)

### Company Profile

- **Industry:** Management consulting
- **Revenue at start:** $8.5M
- **Employees:** 52
- **Founded:** 12 years prior
- **Leadership team:** Managing Partner (Visionary), COO (Integrator), 3 Practice Leads, Head of Business Development

### Starting Challenges

- Revenue had plateaued for two years despite adding consultants
- Utilization rates varied wildly (50% to 95%) across practices
- No consistent delivery methodology; quality depended entirely on the individual consultant
- The Managing Partner was the only person who could close large deals
- High-potential consultants kept leaving for competitors

### EOS Components Implemented

**Focus Day:** Accountability Chart revealed that no one owned business development as a full-time function. The Managing Partner had been doing it as a side task. A Head of Business Development seat was created.

**V/TO Sessions:** Core Values: "Client First," "Own Your Craft," "Straight Talk," "Win Together." Marketing Strategy identified the ideal client profile (mid-market companies, $50M-$500M revenue, undergoing operational transformation) and three uniques: industry-specific expertise, fixed-fee engagements, and a proprietary delivery methodology.

**Process Documentation:** Three core processes were documented: "The Engagement Lifecycle" (sales to delivery to follow-up), "The Consulting Method" (the firm's proprietary delivery approach), and "The Talent Pipeline" (recruiting, onboarding, and development).

**Scorecard:** Key metrics included weekly utilization rate, pipeline value, proposals outstanding, consultant satisfaction score, and client NPS.

### Results

| Metric | Before EOS | After 12 Months | After 24 Months |
|--------|-----------|-----------------|-----------------|
| Revenue | $8.5M | $10.2M | $13.8M |
| Utilization Rate | 62% avg | 74% avg | 78% avg |
| Revenue Per Consultant | $212K | $268K | $310K |
| Consultant Turnover | 35% | 18% | 12% |
| Client NPS | 42 | 58 | 67 |
| Rock Completion | N/A | 70% | 82% |
| Level 10 Score | N/A | 6.8 avg | 8.3 avg |

### Key Lessons

1. Documenting the delivery methodology ("The Consulting Method") was the single highest-impact change. It made quality consistent across all consultants and reduced the firm's dependence on individual talent.
2. Utilization rate visibility on the weekly Scorecard changed behavior immediately. Practice leads started managing capacity proactively instead of reactively.
3. Hiring a dedicated Head of Business Development freed the Managing Partner to focus on strategic relationships, which paradoxically increased deal flow.

## Case Study 3: Precision Metal Works (Manufacturing)

### Company Profile

- **Industry:** Custom metal fabrication
- **Revenue at start:** $18M
- **Employees:** 120
- **Founded:** 25 years prior (second-generation family business)
- **Leadership team:** Owner/President (Visionary), General Manager (Integrator), VP Sales, Plant Manager, Controller

### Starting Challenges

- Profit margins had declined from 12% to 5% over five years
- On-time delivery rate was 71%, causing customer complaints and lost contracts
- The shop floor had no documented processes; veteran machinists each had their own methods
- The owner's son had been promoted to Plant Manager but was struggling
- No weekly management meetings; monthly financial reviews were the only rhythm

### EOS Components Implemented

**People Component:** The People Analyzer revealed the owner's son did not have the Capacity for the Plant Manager role. After a difficult but honest conversation, he moved to a Business Development role where he excelled (he Got it, Wanted it, and had Capacity). An experienced Plant Manager was hired externally.

**Process Component:** Five core shop floor processes were documented with the 20/80 rule. Each process was given a branded name and posted at the relevant workstation. Training was conducted over six weeks. Quality defects dropped 40% in the first quarter after documentation.

**Data Component:** A weekly Scorecard was installed tracking on-time delivery %, scrap rate, labor utilization, quoting turnaround time, and weekly revenue. Numbers were displayed on a large screen on the shop floor.

**Traction Component:** Level 10 meetings were introduced for the leadership team and the shop floor supervisors. Quarterly rocks focused on operational improvements: reducing setup times, implementing a preventive maintenance schedule, and standardizing the quoting process.

### Results

| Metric | Before EOS | After 12 Months | After 24 Months |
|--------|-----------|-----------------|-----------------|
| Revenue | $18M | $19.5M | $22M |
| Profit Margin | 5% | 9% | 13% |
| On-Time Delivery | 71% | 88% | 94% |
| Scrap Rate | 8% | 4.5% | 2.8% |
| Customer Complaints/Month | 12 | 5 | 2 |
| Employee Turnover | 40% | 22% | 15% |
| Rock Completion | N/A | 65% | 80% |

### Key Lessons

1. The hardest decision -- moving the owner's son out of the Plant Manager role -- was also the most impactful. Using the People Analyzer made it an objective conversation rather than a personal attack.
2. Making the Scorecard visible on the shop floor created a sense of ownership among floor workers. They started self-correcting before managers even noticed problems.
3. Manufacturing companies often resist EOS because they think it is for "office businesses." Process documentation and weekly scorecards are arguably even more impactful in production environments.

## Case Study 4: Spark Digital Agency (Marketing Agency)

### Company Profile

- **Industry:** Digital marketing agency
- **Revenue at start:** $4.2M
- **Employees:** 28
- **Founded:** 6 years prior
- **Leadership team:** Founder/Creative Director (Visionary), Director of Operations (Integrator), Head of Accounts, Head of Creative, Head of Media

### Starting Challenges

- Revenue was growing but profitability was near zero due to scope creep on client projects
- The founder was involved in every creative decision, limiting the team's output
- Client retention was 65% (industry average is 72%)
- No standardized project delivery process; every project was a "custom" engagement
- The team operated in constant fire-drill mode with no clear priorities

### EOS Components Implemented

**V/TO:** Core Focus defined as "Make brands unforgettable" + "Performance-driven creative for B2B tech companies." This immediately clarified which clients to pursue and which to stop serving. Three clients that did not fit the niche were transitioned out within two quarters.

**Process Component:** The core delivery process ("The Impact Cycle") was documented in 12 steps from brief to launch to performance review. Scope creep was addressed by adding a formal change request step. Every project now followed the same structure.

**Rocks:** First quarter rocks included: define ideal client profile and update all sales materials, document The Impact Cycle, hire a Creative Director to replace the founder in day-to-day creative decisions, and implement project profitability tracking.

**People Component:** The founder struggled to let go of creative control. An honest Visionary/Integrator conversation established boundaries: the founder would set creative direction and handle top-tier client relationships but would not review every deliverable.

### Results

| Metric | Before EOS | After 12 Months | After 24 Months |
|--------|-----------|-----------------|-----------------|
| Revenue | $4.2M | $5.1M | $6.8M |
| Net Profit Margin | 2% | 12% | 18% |
| Client Retention | 65% | 78% | 85% |
| Revenue Per Employee | $150K | $189K | $227K |
| Scope Creep Incidents/Quarter | 15+ | 4 | 1 |
| Rock Completion | N/A | 72% | 85% |
| Founder Hours/Week on Production | 35 | 15 | 5 |

### Key Lessons

1. Narrowing the niche felt counterintuitive ("We're turning away revenue!") but dramatically improved profitability and client results. Specialization commands higher prices and lower delivery costs.
2. Documenting the delivery process eliminated scope creep, which was the primary margin killer.
3. Agencies where the founder cannot delegate creative work will always have a revenue ceiling. The Visionary/Integrator framework gave the founder a path to step back without losing influence.

## Case Study 5: Summit Health Partners (Healthcare)

### Company Profile

- **Industry:** Multi-location physical therapy practice
- **Revenue at start:** $12M
- **Employees:** 85 (across 6 clinics)
- **Founded:** 10 years prior
- **Leadership team:** Founder/CEO (Visionary), Practice Administrator (Integrator), Clinical Director, Marketing Director, Finance Director

### Starting Challenges

- Six clinics operating independently with inconsistent patient experiences
- Clinical outcomes varied significantly by location
- Difficulty recruiting and retaining therapists (three open positions unfilled for 6+ months)
- No visibility into clinic-level performance; only aggregate monthly financials
- The founder spent all day traveling between clinics putting out fires

### EOS Components Implemented

**Data Component:** A clinic-level weekly Scorecard was the first tool implemented. Each clinic tracked: new patient visits, patient visit volume, plan-of-care completion rate, patient satisfaction score, therapist utilization, and collections. Within weeks, performance differences between clinics became visible.

**Process Component:** The clinical delivery process ("The Recovery Path") was standardized across all six locations. Best practices from the top-performing clinic were documented and rolled out to all locations. Training was completed in one quarter.

**People Component:** Clinic managers were assessed using GWC. Two of six managers did not have the Capacity for the expanded management role. One was moved to a senior therapist role (a better fit). One exited. Replacements were hired using the core values interview process.

**Traction Component:** Each clinic ran its own weekly Level 10 meeting. The leadership team's Level 10 reviewed company-wide Scorecard data and clinic-level issues escalated from clinic meetings.

### Results

| Metric | Before EOS | After 12 Months | After 24 Months |
|--------|-----------|-----------------|-----------------|
| Revenue | $12M | $14.5M | $18M |
| Clinics | 6 | 6 | 8 |
| Patient Satisfaction | 4.1/5 avg | 4.5/5 avg | 4.7/5 avg |
| Plan Completion Rate | 62% | 78% | 85% |
| Therapist Turnover | 30% | 15% | 10% |
| Open Therapist Positions | 3 (6+ months) | 1 (filled in 45 days) | 0 |
| Rock Completion | N/A | 68% | 83% |
| Founder Hours in Clinics/Week | 40 | 15 | 5 |

### Key Lessons

1. Multi-location businesses benefit enormously from EOS because it creates consistency across locations while maintaining local autonomy through department-level Level 10 meetings.
2. The clinic-level Scorecard was transformative. Problems that had been invisible in aggregate monthly financials became obvious in weekly clinic-level data.
3. Standardizing the clinical process actually improved therapist satisfaction because it reduced decision fatigue and gave new hires a clear playbook.

## Common Patterns in Successful EOS Implementations

Across all case studies, consistent patterns emerge:

### What Successful Implementations Share

1. **Full leadership team commitment.** No partial adoption. Every leader attends every session and runs Level 10 meetings in their departments.
2. **Willingness to make hard people decisions.** Every company had at least one difficult personnel change in the first year. Delaying these decisions delayed results.
3. **Process documentation early.** Companies that documented core processes in the first two quarters saw faster improvements than those who waited.
4. **Weekly Scorecard discipline.** The Scorecard catches problems early. Companies that maintained weekly discipline consistently outperformed those that slipped to biweekly or monthly reviews.
5. **The Visionary steps back.** In every case, the founder/Visionary needed to delegate operational decisions to the Integrator. This was always uncomfortable and always transformative.

### What Separates Success from Failure

| Success Factor | Successful Companies | Failed Implementations |
|---------------|---------------------|----------------------|
| Commitment duration | 2+ year commitment | Quit after 6 months |
| Level 10 consistency | Never miss a meeting | Cancel when "busy" |
| People decisions | Made within 90 days | Avoided for quarters or years |
| Rocks discipline | Set SMART rocks, track weekly | Vague rocks, tracked monthly |
| Leadership alignment | Openly debate, then commit | Agree in the room, undermine outside |
| Patience with results | Expect Year 1 = foundation, Year 2 = results | Expect immediate transformation |

## Typical Results Timeline

### What to Expect at 6 Months

- Level 10 meetings are running weekly (may still feel awkward)
- Scorecard is producing weekly data (some metrics may still be unreliable)
- First set of quarterly rocks completed (completion rate typically 60-75%)
- V/TO is drafted but may need refinement
- 1-2 people decisions have been made or are in process
- Meeting hours have decreased; meeting quality has increased
- The team reports feeling "more aligned" but not yet "transformed"

### What to Expect at 1 Year

- Level 10 meetings score 7+ consistently
- Rock completion rate approaches 80%
- Scorecard is a trusted source of truth
- Core processes are documented (FBA may still be in progress)
- People issues are being addressed within 90 days
- Revenue and profit trends are improving
- The leadership team can articulate the V/TO from memory
- Department-level EOS tools are being rolled out

### What to Expect at 2 Years

- Level 10 meetings score 8+ consistently
- Rock completion rate is 80-90%
- Scorecard is reviewed reflexively; off-track metrics trigger immediate IDS
- Core processes are followed by all; new hires learn them in their first weeks
- People decisions are made confidently using the People Analyzer and GWC
- Revenue growth has accelerated
- Profit margins have improved
- Employee turnover has decreased
- The company runs with or without the founder present
- EOS is no longer a "program" -- it is simply how the company operates
