2019 All-Star Case Studies - Complete

2019 A l l - S t a r

Case Studies

Case Study

AMBAC

Location: Elgin, SC
2018 Revenues: $9.2 million
Employees: 57
The Critical Number™: Profit Before Tax;
New Sales

2019 Highlights

Challenge Company Background

Despite a 100-year-history as a business, AMBAC was Primarily manufactures and remanufactures
struggling both financially and with its culture. Not only heavy-duty diesel fuel injection systems and
was the company facing threats in the marketplace, it was related components.
struggling to find ways to get its team working together
toward a common future. “Great Game® is making a difference.
It gives us a vision, we know where we
Solution are, and I feel like I have someone in
my corner. Even in my personal life, I
Implement The Great Game of Business® (GGOB) in feel more structured. I feel growth.”
August 2018 with the help of a coach, Kevin Walter, as ~ Mike Koromah, Senior Fuel Injection
a way to build a culture of ownership and engagement Technician, AMBAC Associate 12 years
among the associates.

Results

Following a rough year in 2017, the AMBAC team turned
their performance around in 2018. Not only did they
boost sales 21%, but they also blew away their profit
goals, as PBT soared an incredible 851%—which powered
the team to earn their maximum gainshare bonus. “We
have come so far, so fast—no one would have believed it
was even possible to achieve what we have and we’re just
getting started,” says CEO Robert Isherwood. “In a real
sense The Game is turning the company around. A once
great company is becoming great again, jobs were saved,
families are learning their path to financial security,
there’s purpose, and there’s optimism. Whatever else
happens, we are celebrating, and we are grateful.”

“Even the environment is different, everyone’s
involved. People are happier, it’s better, we
have unity. Where there used to be rumors, now
it’s open. You don’t need to guess or worry, you
know. For me, there’s more security.” ~ Roxanne
Thomas, Assembly Technician, AMBAC Associate
33 Years

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Anderson Precision

Location: Jamestown, NY
2018 Revenues: $20.1 million
Employees: 108
The Critical Number™: Net Operating Profit
Before Tax.

2019 Highlights

Challenge Company Background

Build alignment between employees and global market demand Anderson Precision was originally founded
in a more than 125-year-old business. Part of that challenge was in 1891 as a machine repair business. Today,
convincing the team that they needed to change how they had the company is a contract manufacturer
worked in the past. that primarily provides components to the
automotive industry and ships up to 100 million
Solution turned components per year.

Use The Great Game of Business® (GGOB) framework to help “GGOB has impacted the business by giving
align everyone—from those on the shop floor all the way up to everyone a voice and developing group
management—around a common goal while elevating everyone’s accountability which drives teamwork. We
capabilities. To help ensure a successful adoption in 2017, the still have a long way to go, but we are light
design team included five shop-floor employees, three managers, years away from how we operated two years
and the two owners, and everyone in the business began a ago. Personally, GGOB is a really good
financial literacy training program. teacher of finances and how to analyze and
effect those finances more efficiently. If you
Results haven’t taken accounting or financial classes
before, GGOB really contributes to basic
Playing Great Game™ and getting the entire team engaged financial understanding.” ~ Andy Horner,
has had a measurable impact in multiple ways on Anderson Tooling Engineer
Precision—including boosting margins from 3.8% in 2016 to
10.7% in 2018. Over the past twelve months, for instance, the
company reduced its shippable backlog (late orders) from over
$300,000 to under $70,000—which has dramatically improved
customer satisfaction. The team has also found ways to shave
more than $90,000 in costs in just the first quarter of 2019, which
helped them earn a performance incentive payout of 12% for the
first quarter. The Game has also had a significant impact on the
company’s culture, especially how its improved the level of trust
and got everyone focused on winning as a team. “We are steadily
moving from a ‘me’ culture to a ‘we’ culture,” says President Steve
Godfrey.

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Argent Tape & Label

Location: Plymonth, Michigan
2018 Revenues: $7.4 million
Employees: 23
The Critical Number™: Sales

2019 Highlights

Challenge Company Background

Prior to playing The Great Game of Business® (GGOB), Argent Tape & Label (ATL) is a certified Women-
ATL was in serious financial trouble and was close to Owned Small Business that manufacturers
shutting its doors. Staff had been cut from 25 to just pressure-sensitive labels used by customers in
three fulltime associates. The company needed a way to the industrial, automotive, pharmaceutical, and
get everyone working together to save the business. consumer industries.

Solution “It is refreshing to be part of a
company in which members are
Share information, the good and the bad, with associates engaged in creating efficiency and
so that every individual has a clear understanding of how continuous improvements.” ~ Cathie
they impact the company and which line items represent Melvin, Account Manager
their performance and contributions.

Results

While the financial results have been through the roof—
revenue has grown 15% per year—the real impact of
the playing Great Game™ has been on the culture of
the organization. When visitors or new employees walk
through the doors of the building, their most common
response is: “You can feel the culture!” Playing The Game
has changed how the associates at ATL think and act
about their business: they are now empowered to think
and act like owners. Associates are now engaged in
understanding not only the bottom line—every associate
owns a line on the income statement (P&L)—but also
how each and every one of their actions affects fellow
co-workers and their impact on the bottom line. This
collaboration between co-workers fosters a better work
environment where all employees are engaged for not
only the good of the business, but for the benefit of each
other as well.

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

BBBS Lonestar

Location: Irving, TX
2018 Revenues: $12.1 million
Employees: 165
The Critical Number™: Net Income
Program Goal: Active Matches

2019 Highlights

Challenge Company Background

When Pierce Bush took over the CEO role of the agency Big Brothers Big Sisters partners with parents/
four years ago, it was losing money. But the most common guardians, volunteers, and donors to provide
question he was asked was when the staff would be getting children with strong and enduring, professionally
raises. “They just didn’t know the financial health of the supported one-to-one relationships that changes
organization,” says Bush. He and his leadership team lives for the better, forever. Their shared vision
wanted to find a way to increase employees’ line of sight to is that all children can achieve success in life.
elements critical to the agency’s success toward achieving BBBS Lonestar is comprised of 12 offices spread
the goals laid out in the strategic plan Vision 2x22. Strategic across four major markets—Dallas County,
goals of Vision 2x22 include doubling the program’s reach Greater Houston, Tarrant County, and West
by 2022, growing their budget to support this important Central Texas.
work, and reducing the cost per match.
“I think the Great Game has given
Solution Big Brothers Big Sisters an
opportunity to come together as
Implement The Great Game of Business® (GGOB), including more than just an organization. It is
monthly all-staff huddles, weekly market all-staff huddles, a chance for all employees to work
and other mini-huddles, with the help of their coach, Katie towards a common goal, have a
Davis, starting January 2018. singular mindset, and prioritize the
real reason we do our jobs, which is
Results to serve people.” ~ Summer Taylor,
Enrollment Specialist
The GGOB has supported all of the critical elements in
their strategic plan and furthers their mission across the
Lone Star footprint—including helping the agency sustain
5,990 mentor-mentee “matches” in 2018 while earning a
net income of more than $1.1 million before their growth
incentive payout. The GGOB also improved the agency’s
culture and employee morale and engagement through
weekly all-staff huddles, increased understanding of agency
financials, and greater accountability fostered through
the structure of GGOB. “Nothing is more powerful than an
engaged team who understands how every decision they
make affects the bottom lines—programs and financials,”
says Bush. “The GGOB has energized our staff as genuine
owners in our success and improved financial literacy,
cross-functional collaboration, and generated significant
cost savings for the agency, while growing our programs for
the first time in a number of years.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Cherry’s Industrial Equipment
Corp.

Location: Elk Grove Village, IL
2018 Revenues: $12.8 million
Employees: 15
The Critical Number™: Fixed Charge
Coverage Ratio

2019 Highlights

Challenge Company Background

When CEO John Costello made the decision to buy Cherry’s builds and sells specialized equipment
out his business partner after an earlier buyout used in warehouses to transfer product on and
of the company’s founder, he needed to leverage off pallets. The company, which sells primarily
everything he had to make it happen. That also put to Fortune 500 companies, also manufactures
enormous pressure on the company to pay down equipment used to clean and maintain pallets.
its debt—ASAP. But Costello was concerned about
what his associates would do once they learned “Transparency and honesty, in my
the truth. “I was scared as hell,” he says, “but I knew humble opinion, make or break a
that I had to share the numbers.” company. The Great Game of
Business coupled with honest and
Solution down-to-earth leadership is the key
to ushering a company and its culture
Use Great Game™ as a system to communicate into greatness.”~ Jerry Matos,
with the associates the state of the business Marketing/Web Merchandiser
and engage them in helping turn the company’s
financial fortunes around while paying down its
debt.

Results

When Costello finally shared the truth of the
company’s debt situation with his team, the first
question he got from an associate was: “What
would happen if we pay down that debt faster?” “It
was an incredible moment for me,” says Costello.
Thanks to implementing the Great Game in
February 2018 with the help of their coach, Kevin
Walter, the Cherry’s team has enjoyed healthier
financials, increased efficiency, greater teamwork,
and improved morale. As a result, the company is
on track to retire part of its debt two years ahead
of schedule.
“The Great Game of Business has taught me
how to budget and manage my own
personal money along with what it takes to
run a successful business. I’ve also learned
the importance of being open and
communicating with one another to hit a
common goal.” ~ John Hallquist, Account
Manager/Sales

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

CM’s Outdoor Solution Group

Location: Omaha, Nebraska
2018 Revenues: $5.5 million
Employees: 46
The Critical Number™: Profit Before Tax (PBT)

2019 Highlights

Challenge Company Background

After running the business for more than 20 years, Started in 1993, and formerly known as CM’s
founder Chuck Monico wanted to find a system that A Cut Above, CM’s Outdoor Solutions Group
would help create a greater sense of purpose and provides a range of lawncare and landscaping
opportunity for all team members, including H2B workers services.
from Mexico, to make a difference and see results, with
an ultimate goal of building a foundation to eventually “The Great Game has brought
transfer ownership to the employees. everyone closer as a group because we
now understand the numbers. We’re
Solution looking out for each other a lot more; we
try to have everyone’s back. We’re still
After Monico and a group of team members attended learning every day. But it changes how I
the 2017 Annual Gathering of Games, they decided to look at work. And when we play
implement Great Game with the help of a coach, Kevin MiniGames, it’s like everyone is a kid
Walter, in February 2018. again. It makes work fun.” ~ Jose Pasillas,
Foreman
Results

Not only has the team’s financial performance
improved, the team is asking more questions and
leaders are emerging who are willing and capable of
making decisions at the front-line level. “The team now
understands how to make a profit—which was something
we didn’t let them know before,” says Monico. Thanks
to ideas generated by the associates, the company has
also created new diverse lines of business including
becoming a dealer for a new line of battery-operated
lawn equipment and providing mower and small
equipment repair services for clients. “It’s really exciting
to see what our younger people can do once they get
the opportunity to learn about the business of being
in business,” says Monico, who describes himself as a
recovering accountant. “I’ve had to rewire myself. It’s a
reminder about how powerful it can be when you remove
the complexity and just focus on making more than you
spend.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Community Partnership of the
Ozarks

Location: Springfield, MO
2018 Revenues: $4.7 million
Employees: 64
The Critical Number™: Unrestricted Revenue

2019 Highlights

Challenge Company Background

Community Partnership of the Ozarks (CPO) is a strengths-based The organization has a mission to facilitate
agency that works to include staff at all levels into planning, and promote the building of resilient children,
evaluation, and implementation of projects and programming. healthy families, and strong neighborhoods
But it is also an incredibly diverse and complex organization and communities through collaboration,
where much of their revenue is restricted to certain projects. They programming, and resource development.
wanted to find a system that could help connect and engage the
entire team in fulfilling their shared mission by finding additional “GGOB has made us a more intentional
ways to help their community. organization. In years past, staff might
not have been as ‘bought in’ to the
Solution orgnization as a whole—more focused on
program success than the organization. Now,
With the help of a 10-week jumpstart program led by coach the success of our core budget translates to
Katie Davis, CPO looked to The Great Game of Business® success for us all. And personally, I feel like I
(GGOB) starting in 2017 as a natural fit for their organization’s can contribute in a meaningful way, by cutting
environment as a way to provide the structure to help them costs or by making sure any grants I write
create an empowered team through budget transparency. “Our have dollars for the core included.”
mission speaks of collaboration,” says Dankert, “and our goal in ~ Dana Carroll, VP of Early Childhood &
playing GGOB was to increase this collaboration internally through Family Development
creating more opportunities to collaborate with those we don’t
work with daily.”

Results

As a result of playing Great Game™, there is a more in-depth
knowledge among the team of the impact of contributions on
CPO’s core budget and how that ripple effect impacts individual
programs. “We have always been open and honest in our
internal interactions,” says Janet Dankert, CPO’s president and
CEO. “But GGOB has allowed our entire team to experience the
transparency of our operations. We are also starting to talk GGOB
in our everyday work as teams, programs, and divisions. It is
a mind shift, but one our team of very creative and principled
individuals has embraced. It has also created ONE team working
toward an overall goal for the financial health of our agency—we
may only be one small piece, but we now see the connection to
the entire team.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Double O Supply & Craftsmen

Location: Grand Rapids, MI
2018 Revenues: $8 million
Employees: 45
The Critical Number™: Profit Before Tax

2019 Highlights

Challenge Company Background

Find a way to connect employees to how the company made a Founded in 1997, Double O designs, supplies,
profit and generated cash—while also helping them understand installs, and services commercial glazing,
why decisions were made and get them more involved in making windows, and doors.
the decisions themselves. Founder Michael Otis also wanted to
find a way where the entire team could share the rewards from “One of the dynamic impacts that GGOB has
their hard work and success. had is with our younger field team workers
who are learning and experiencing how
Solution business fundamentals work and the impact of
what they do / don’t do effects specific areas
While Otis had known about The Great Game of Business® of the business. It has created a sense of team
(GGOB) for 25 years, it was reconnecting with The Game at an where we are all ‘in this together’ pulling for a
Inc. 5000 conference, followed by a visit to The Git in the Game better place to work and even realizing
Workshop™ in Springfield, MO, that he decided to pull the trigger bonuses from good performance.” ~ Tom
on implementing The Game with the help of their coach, Kevin Ralya, Manager, Sales & Client Relations
Walter.

Results

Otis says that the company was experiencing some financial
difficulty throughout their first year of implementation in 2016.
“We were in the middle of a crisis when we began Great Game™
so we knew the jump into this would be risky,” he says. That year
the company made very little profit and couldn’t pay out bonuses.
The next year was better, though still not exceptional. Then this
past year, their third year playing The Game, they increased
revenue by 50% and increased profits by over 200%— earning
more than they had earned in the first 16 years of their existence
combined. As a result, the company paid out $139,500 in profit
sharing bonuses, something Otis says was the greatest thrill of his
career. “I don’t believe that we would even be in business today
if it were not for implementing The Great Game of Business in
our company,” says Otis. “This is not overstating the case; this has
truly been life changing for us. I would encourage any company
considering implementing GGOB to just do it, whatever the
cost, regardless of their stage of company. This is the future of
business and this will change their life as an entrepreneur.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Essential Ingredients

Location: Lawrenceville, GA
2018 Revenues: $114.4 million
Employees: 60
The Critical Number™: EBITDA; Supplier
Growth (Pounds Sold)

2019 Highlights

Challenge Company Background

When co-founder and CEO Kris Maynard and his partners Essential Ingredients (Ei) was founded in May
decided to sell 100% of their company to an ESOP in 2011, they 1996 in in Augusta, GA. The company, which
were excited about the future of their business. But then the distributes chemicals and other supplies to the
company went into a financial nosedive—what Maynard calls cosmetics industry, has been 100% employee-
their “ESOP Death Valley.” Maynard admits that he had played a owned since 2011. With a stated purpose of
part in running the company in a way where employees had been “being a blessing to others and inspiring others
protected from the financial challenges the business faced. “We to be a blessing as well,” Essential Ingredients is
kept our P&L in a locked vault,” he says. Adding to the stress was driven to remain independent and live out this
the fact that the company had taken on bank debt for the first purpose for decades to come.
time ever to finance the buyout.
“I would like to say that the principles of open-book management,
Solution High-Involvement Planning and financial transparency/reporting
have been impactful to me in multiple ways. First, I feel like I have a
When Maynard first learned about The Great Game of Business® seat at the table when discussions regarding company
(GGOB) in 2014, he immediately recognized that it could performance take place. There are no rumors floating around on
help associates inside the business to think and act like the how the company is performing and why we might be changing
owners they had become. By embracing financial literacy and our course to achieve future goals. To me, this is vital to feeling
transparency, and creating shared goals, Maynard hoped the Ei respected and valued. I take this feeling back with me to my own
team could achieve better engagement among employee-owners function in the company and feel empowered to make decisions
in performing against their annual budget. They began playing and represent myself as a valued representative of Essential Ingre-
Great Game™ companywide in 2016. dients. I also think about all of my tasks with a mind to how I impact
our bottom line. Finally, I think that sharing in the knowledge of the
Results current state of the company and the plans for our futures give each
of us a special responsibility. I see very little ‘buck passing’ here
“Prior to GGOB my thinking was that employees really just wanted but if I did, I would be alarmed. There is no excuse for each of us
a good job, culture, and benefits,” says Maynard. “What I have not taking ownership of our special function at Ei.”
learned is that they want those things, but much more. They are ~ Cindi Stanesic, Senior Customer Service Representative
anxious to understand what makes the company ‘tick’ from a
financial perspective.” Today, the financials, and the success of the
company, are now the responsibility of a team of employees—not
just a handful of individuals. The Great Game of Business has also
had a huge impact on the company’s financials. Since the team
began playing The Game, Ei’s revenue compound annual growth
rate (CAGR) has been 16.4% while the industry CAGR has been
1.9%. At the same time, Ei’s EBITDA CAGR is 13.8%. “We now have
accountability to the numbers from all of our employee owners,”
says Maynard. “That’s why there is such great alignment between
ESOPS and playing the Great Game.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

2019 Highlights Case Study

Challenge Global Recovery Corp.

While the GRC team came out of the gate strong with $8 million in Location: Springfield, MO
sales their first year, they also had challenges to overcome, such 2018 Revenues: $7.4 million
as $1.5 million accounts receivable and a $3 million loan balance Employees: 16
they needed to pay back. They needed to find a way to work The Critical Number™: Profit Before Tax (PBT)
together in running a sustainably profitable business of their own
by focusing on expenses, cash flows, collections, and inventory Company Background
turns.
Global Recovery Corp. (GRC) was spun-out of a
Solution department of SRC Logistics back in 2013 with
just five employees. The company works with
As SRC employees, GRC’s founding team has been practicing original equipment manufacturers (OEMs) to
The Great Game of Business® (GGOB) for years. But now they help maximize their return on aging, obsolete
needed The Game even more to help them grow their business as core inventories and scrap.
an independent unit. They needed all of our employees capable
of making day to day decisions while understanding the kind of “I am so impressed with our
impact those decisions would have on the business in areas like momentum. GRC has made a lot of
costs, inventory, and investments. progress the past few years and I
think that continues to fuel us. It is
Results empowering to be a part of a
company that values what you say,
From the company’s start, GGOB has helped strengthen their supports you during challenges, and
balance sheet and the financial stability of their company. Their keeps you accountable. We
debt-to-equity ratio has dropped from 9.12 their first year to celebrate our wins and we learn from
2.32 in 2018. They have also increased their asset turnover some our loses. It is an exciting time to be
39%, which signals they are using their assets to generate sales a part of GRC!” ~ LaCinda Ennis,
and turn those assets into cash. The team has also used the Accounting and HR Generalist
High-Involvement Planning™ (HIP) process to help them form
contingencies and to both diversify their business and to defend
against times the market has turned against them. “Practicing
The Great Game of Business has developed a culture at GRC
where employees feel valued,” says Neil Chambers, GRC’s General
Manager. “Everyone has a voice in the decision making and
strategy of the company. Employees know how they contribute to
the success of the company on a daily, monthly, and yearly basis.”
GRC also won the “Owner’s Cup” in 2018, which is awarded to the
SRC division who best embodies the principles of Great Game™.

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Greene County Missouri

Location: Springfield, MO

Employees: 750

2019 Highlights

Challenge The administrators of Greene County, Missouri,
had long admired the business practices of one
The county has struggled from time to time in managing of its homegrown companies, SRC Holdings. While
its resources across its various departments. Specifically, running a public-sector organization is very
the cash balance in the county’s general fund had different than running a for-profit business,
waned in previous years. But with a tax increase fix off county administrators believed they could benefit
the table, the county neededan alternative to increase its by implementing The Great Game of Business®
cash balance. (GGOB) best practices.

Solution Company Background

Implement department-wide huddles once a week to Greene County is a county located in Southwest
teach financial literacy to attendees and, once a month, Missouri with a population of more
talk through updates to the budget. The county also than 275,000, making it the fourth most populous
implemented a series of MiniGames™ to help further county in Missouri. Its county seat
educate county employees on the intricacies of the is Springfield – home of SRC and The Great Game
budget. of Business. Due to the success of
companies like SRC, Bass Pro Shops, and O’Reilly
Results Auto Parts, Greene County ranks in
the top five counties nationwide based on
The county’s cash balance is stable and healthier than it economic strength and viability
has been in years, says Cindy Stein, the County Auditor.
With the extra resources, the county could afford to “Whether you are for-profit or not,
give its employees their first cost-of-living raise in nearly you can’t run an organization if you
six years (and without raising taxes). Based on the don’t know your numbers.”
improvements the county made in its cash balance –
some $10 million in just 5 years-one of the major credit
rating agencies increased the county’s very good double-A
rating to an even better triple-A.

“Just because someone’s job doesn’t
deal with finances, doesn’t mean they

can’t solve a problem, eliminate an
inefficiency, or identify a new
opportunity.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

GUY Engineering

Location: Tulsa, OK
2018 Revenues: $5.9 million
Employees: 39
The Critical Number™: Revenue/Labor Ratio

2019 Highlights

Challenge Company Background

Educate the employee-owners in the company’s ESOP GUY Engineering is a consulting firm with
how to think and act like owners when it comes to extensive experience in civil engineering and
running their business—including how to pay off the debt land surveying. Since 1987, GUY has been
accrued from buying out the founder. providing quality design work on hundreds
of projects ranging from roadway and bridge
Solution designs to water distribution and sanitary
sewer improvements throughout the state of
Implement weekly huddles to update scoreboards, and Oklahoma.
assign ownership of every line item to an employee-
owner who is responsible for learning about and tracking “Thanks to the Great Game, we are
that line item for six months. Also conduct company-wide now much better at long-range
financial literacy training and encourage employee- planning. We also do a much better
owners to begin forecasting their numbers and think job at connecting the organization
years ahead through the High-Involvement Planning™ together through the flow of our
(HIP) process. huddles. We now can translate our
day-to-day activities into a better
Results forecast and how each of us impacts
our critical number.” ~ Aaron Peck,
The Great Game of Business® (GGOB) became a Vice President
framework and a process to help the GUY team adapt
to changes in their industry, to explore ways to keep
revenue high during challenging times, and to seek
continuous improvement—while also earning regular
bonuses, higher revenue, and lowering their debt.
Playing Great Game™ has also helped the company
diversify its client base. Before, their primary client was
the Oklahoma Dept of Transportation. Now, they have
added numerous cities and counties to their roster of
clients, as well as tribes and private entities. The GUY
team has also leveraged its HIP process to explore new
ideas and business opportunities. For example, in 2018
they began offering environmental services. “We actually
increased our revenue during a recent industry downturn
because we diversified into new revenue streams,” says
CEO John Blickensderfer. “GGOB also taught us to look
ahead and be proactive, which meant we were not caught
by surprise by the industry downturn. We continue to
explore new opportunities and look for ways to expand
our services and our clients.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Hildebrandt Tree Tech

Location: Lubbock, TX
2018 Revenues: $1.5 million
Employees: 19
The Critical Number™: EBITDA

2019 Highlights

Challenge Company Background

When Hildebrandt started his company back in 2010, one A full-service tree care company serving the tree
of his biggest frustrations was not knowing how to let his care needs of home owners and businesses.
team know “the score” of the game: the financials. “I felt “We do anything that has to do with trees,” says
like I was asking them to play a game with no score and I founder and CEO, Casey Hildebrandt.
didn’t have the ability to share the highs and lows of the
game,” he says. “Efficiency benefits have been the
biggest plus from GGOB.
Solution Transparency from top to bottom
creates a healthy environment for the
When he first read The Great Game of Business, psyche. It helped create the feeling
Hildebrandt felt like he had found the Holy Grail of how of camaraderie and family. Which
to run a business so that everyone could know and brings out the best in everyone.”
understand the score. “Having read many other business ~ Jose Barcenas, Operations
books, Jack Stack’s book felt like the first business book Manager
I had read that was practical and applicable to the blue-
collar worker,” says Hildebrandt. After visiting Springfield,
MO, Hildebrandt decided to implement The Great Game
of Business® (GGOB) in his business in January 2018 with
the help of his coach, Kevin Walter.

Results

In 2017, the company’s EBITDA was 9%. For 2018, their
critical number goal was 12% EBITDA. “As a smaller
company playing GGOB we felt EBITDA was a number
everyone could have line of sight to how they can have
an impact,” says Hildebrandt. When the year ended,
though, the company had earned an 18% EBITDA—which
meant that all the associates earned the equivalent of
an 8% bonus. “There is much more transparency at all
levels of the company and improved communication,”
says Hildebrandt. “Playing GGOB has made each team
member understand their individual roles and how they
impact The Critical Number clearer to themselves and
the other players on the team. There is a substantial
commitment of time involved in designing, launching, and
playing The Game that at first can seem intimidating. But
the results are worth every minute.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

ImageOne

Location: Oak Park, MI
2018 Revenues: $17.4 million
Employees: 70
The Critical Number™: Net Profit

2019 Highlights Company Background

Challenge imageOne is a 28-year-old company that
provides managed print services, which includes
The company initially saw Great Game™ as a system that sales and service for copiers, printers, scanners
could help them reverse a scary financial slide where as well as supplies and software solutions.
revenue and profit growth had gone negative. More
recently, they’ve used the system to help overcome the “The Great Game of Business®
slowdown in their sales pipeline and as a way to better (GGOB) has helped me to feel like
connect and engage their team in where the business will I can be an agent of change in our
go into the future. business. I have so much gratitude
for imageOne for allowing their team
Solution members to act as owners. Knowing
that your thoughts and ideas matter
Embrace the principles of GGOB, including teaching makes a world of difference. When
financial literacy company-wide, as a way to unite all you feel that your input matters a job
employees to think and act like owners. is no longer a job—it is a joyful gift.”
~ Holly Linton, Junior Accountant
Results

The imageOne team has focused their Critical Number™
on net profit since they began playing the Great Game
in 2015 as a way to better measure if they are on track
to achieve their ten-year vision as well as their annual
team member bonus plan. Not only did the team shatter
their 2018 profit goal by more than $500,000, they also
recognized that the company’s profits are up more than
$900,000 since 2015. “Once our team understood the
impact every single individual could have on our bottom
line, they understood how much fun playing GGOB could
be at the same time,” says Dube. “We have seen so much
creativity and fun in MiniGames™, visuals, rewards, and
huddle activities.”

“The balance sheet is the company’s thermometer. It lets you know whether you’re
healthy or not. At every company meeting we go through our balance sheet. It has
allowed our team to row in the same direction. It keeps our goals out in the open for
everyone to share in and contribute effort towards. Once the goal is met it then allows
the success that comes from it to be shared equally by the team. As the team becomes
more invested in the success of our organization as measured by the balance sheet, it
allows for a higher level of employee engagement, and the dedication to do the right
thing for all involved. The byproduct of exceeding goals as a team is that it cuts through
a ‘we’/’they’ mentality that can silo other organizations. GGOB is an amazing tool that
has added new elements to the culture at imageOne. It adds definition to the areas of
our business that might otherwise have been considered gray.” ~ Dan Driscoll, Michigan
Tech Team Lead

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

2019 Highlights Case Study

Challenge Intrust IT

Better educate employees about finances and making Location: Cincinnati, OH
money—especially as the company evolves into an ESOP. 2018 Revenues: $5.4 million
Employees: 25
Solution The Critical Number™: Efficiency (Hours
Per Endpoint)
Implement and embrace The Great Game of Business®
(GGOB) practices like huddling, financial literacy training, Company Background
and forecasting to focus the entire team on cutting costs
and finding ways to increase their margins. Intrust IT, which was founded in 1992, provides
information technology support for small and
Results medium-sized businesses that can’t afford an IT
department of their own. The firm boasts more
“The GGOB without a doubt has had the biggest impact than 100 customers, most of who reside in the
on our financials as any other program we’ve done greater Cincinnati area.
in the 27-year history of the company,” says CEO Tim
Rettig. “Each quarter we continue to set new records “I personally am infinitely more
in both percent and dollar amount of net profit.” That’s knowledgeable on the financial workings
something the whole team has benefitted from last year of a business than I ever thought I would
as they earned a 12% company-wide bonus. Even better, be. This has led me to be ever aware of
they are on track to earn a 20% bonus in 2019. “As the costs and constantly looking for ways to
business owner I feel like everyone is pulling in the same increase revenue. It has led me to
direction,” says Rettig. “I get a really good estimate of become much more invested in the
what our financials look like each week, instead of waiting overall financial success of the company
until two weeks after the month ends.” more so than I ever have been previously
The company’s culture is now stronger because of at other jobs or thought I would be.”
GGOB. There is a new sense of camaraderie. The team ~ Josh Rees, Client Success Manager
now discusses each other’s line items during their
Tuesday huddles and they want to know why items
change. More importantly, if a number fluctuates, the
person responsible is excited to tell the group why.
Each person now owns his or her number and feels
personally responsible for it—which has created a feeling
for everyone that “we’re all in this together.” “We have
much less turnover, and everyone in the company is very
engaged with the profitability of the company because
they understand what’s going on with the finances, how
they can make changes, and directly benefit when the
company does well,” says Rettig.

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Jenner Ag

Location: Harristown, IL
2018 Revenues: $66.5 million
Employees: 86
The Critical Number™: Net Income

2019 Highlights

Challenge Company Background

While the business, which operates three locations, has Jenner Ag, the Case IH Agriculture Application
been successful over the long haul, it was looking for Equipment Distributor for the states of Illinois
a system that would get everyone inside the company and Indiana—a consolidation of four different
rowing in the same direction—during good times and companies—has been serving its customers for
bad ones like with the recent downturn in the agriculture 54 years and counting.
economy.
“When I started, I knew nothing; there
Solution was always somebody at Jenner Ag who
had the answer and was willing to help
Embrace the various practices that make up The Great me—there still is. That’s what makes
Game of Business® (GGOB)—financial literacy training, Jenner Ag such a successful company;
huddles, MiniGames™, scoreboards, forecasting, and they create an environment where their
more—with the help of their coach, Jack O’Riley, and employees are a family by encouraging
embed them in organization’s DNA and culture. them to work together and meet goals as
a team.” ~ Jeff Rocke
Results

As a result of playing Great Game™, Jenner Ag’s financials
are more accurate and current from day to day than
ever before. That enables their associates to work with
real-time data in their huddles, which then empowers
them to forecast more effectively and efficiently. But
the impact goes beyond just the financials. “The impact
GGOB has had on Jenner Ag’s culture is so vast, it’s almost
immeasurable,” says CEO Steve Jones. “The Game has
helped develop our teams into cohesive units moving
toward common goals. It has educated all of us in the
language and world of business and owner decision-
making.”

“I am a state away from our central
location, yet The Game has provided a
way for me to always be in touch with
what is going on across the company, as
well as in my own department. It gives us
a common goal and the knowledge and
desire to achieve that goal.”
~ Bret Hine, Field Service Department

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

KAAPKE Holding GmbH

Location: Emstek, Germany
2018 Revenues: $2.2 million
Employees: 35
The Critical Number™: Financial Reach
(Operating Capital Balance)

2019 Highlights

Challenge Company Background

Founder Timo Kaapke wanted to create a framework KAAPKE Holding is currently organizing its
that allowed everyone inside the business to be able to business model into two operating subsidiaries:
make decisions as independently and as decentralized as KAAPKE Strategie GmbH and KAAPKE Marketing
possible—which he hoped would result in more decisions GmbH. They are a leading brand developing
made more rapidly. company in Germany, specializing in working
for companies in the “German Mittelstand.”
Solution The company develops strategies for brand
positioning, brand-conforming design, and
Having tried numerous individual solutions, consultancy, communication campaigns.
training, and tools, Kaapke realized that his organization
needed an operating system that would create the “Problems are seen as challenges—
framework for successfully connecting different which are solved together. KAAPKE
challenges, goals and aspirations—both culturally and has become real team players. In
financially. The answer he came upon was to embrace my private life, too, I now approach
The Great Game of Business® (GGOB), which the team problems in a more relaxed and not
treated like playing the sport of soccer, where everyone so headless way. Because personally,
needed to learn the rules, follow the action, and share in I simply trust myself to do more.”
A Stake in the Outcome®. ~ Inga Bröggelhoff, Copywriter

Results

Since Kaapke introduced Great Game™ to his team,
the talks during breaks have changed noticeably. He’s
noticed that business issues are increasingly being
addressed—including among “creative” roles like
designers, copywriters, programmers. “It is nice that
these conversations are completely relaxed, rather
casual, characterized by lightness and joy,” says Kaapke.
“It develops a kind of team sport feeling—all together!”

Since they began playing the Great Game, everyone at
KAAPKE also thinks more entrepreneurially. “A winning
team spirit has emerged in our company,” says Kaapke.
“It’s true to the motto: We want to win. We call it the
“WinWinWin feeling”: Our customer wins. The customers
of our customers win. And we win... Wow!”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Kiolbassa

Location: San Antonio, TX
2018 Revenues: $83.2 million
Employees: 300
The Critical Number™: Gross Profit

2019 Highlights

Challenge Company Background

Back in 2014, extreme fluctuations in the prices of commodities created The company is a fast-growing craft
havoc at Kiolbassa—especially for its president, Michael Kiolbassa. manufacturer of authentic premium sausage
While he had members of his team clamoring to invest in more and food products. The company’s sausages,
facilities and operations, Kiolbassa knew that the business needed which are often described as “the best sausage
something even more important: cash. “I was also feeling the pain of I’ve ever had in my life,” are now sold across the
being the only one in the business who understood the financials,” says U.S. and Mexico.
Kiolbassa, whose grandfather started the business in 1949.
It has been a privilege and a blessing
Solution to become a Kiolbassa team member
because it has changed my life by
That crisis that led Kiolbassa to The Great Game of Business® actually knowing what the numbers
(GGOB)—which he saw as a tool that could help bring everyone on mean, from the cost to produce, to
his team together. They began by implementing financial literacy the price we sell our product. I have
training and then rolled out MiniGames™ and A Stake in the Outcome® learned that Kiolbassa is like a
program to get the firm’s team members working toward a common family. Out of all the jobs I’ve had,
goal— to increase the company’s margins. Kiolbassa has been the only one that
I can really say they care and take
Results time to explain.” ~ Elisa Morin,
Sausage Hanger
After playing GGOB for just a couple of years, the company saw
transformative results, both financially but also in strengthening
its culture of values. But in 2017, the company’s commitment to
Great Game™ wavered—as did its performance. Communications
between teams began to suffer, there was less accountability on
budget line items and their profits began to wane. Fortunately, the
team recommitted to playing The Game by reevaluating their weekly
huddles and divvying up the budget to ensure accountability and
communication across departments. Managers then began to “own”
their lines. As a whole the company became much better at forecasting
their numbers and working together to maximize efficiencies wherever
possible while improving their forecasting ability. The result: EBITDA
grew over 1,000% (not a typo) since 2017, and the company paid out its
first bonus in ten quarters.
“I think the growth in our company is dwarfed by the growth in our
people,” says Kiolbassa, “just in the way they have been exposed to
how our company makes money and generates cash. They have been
challenged to make decisions based on what they know. They have
grown intellectually and emotionally though that exposure.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

2019 Highlights Case Study

Challenge Lake Havasu Family Eyecare

Dr. Tania Sobchuk was looking for a way to implement a Location: Lake Havasu, AZ
new employee bonus system while also finding a way to 2018 Revenues: $2.7 million
open up the back end of the business to her employees Employees: 24
so they could understand they impact the success of the The Critical Number™: Profit Before Tax (PBT)
practice.
Company Background
Solution
Provides optometric services and eye care
After getting introduced to The Great Game of Business® products including eyeglasses, specialty
(GGOB) by fellow optometrist and coach Dr. Danny Clark, eyewear, frames, and contact lenses.
Dr. Sobchuk decided to pull the trigger on playing The
Game inside her own practice beginning in October 2016. “GGOB has helped me understand
“His practice was very similar to mine at the time and I financial terms better. It has also
could see how well his team and practice benefitted from encouraged me to organize my
using this form of management,” says Sobchuk. personal finances so that I am on
track to reach my current financial
Results goals.” ~ Melissa Shelton, Certified
Paraoptometric
“Our Great Game™ journey has completely changed my
practice,” says Dr. Sobchuk. “We are now working as a
team-smarter and not harder. One impact has been on
the practice’s financials, especially over the past year
when the team really “got it.” “Our PBT has consistently
increased and our cash flow has improved tremendously,”
she says, noting that the team also hit its full bonus for
the year, which earned them a three-day trip to Sedona.
At the same time, she admits that while she expected
to see improvement in areas like cash flow, the fact that
GGOB totally changed the culture within the practice was
an unexpected bonus. Playing The Game has created
much more of a team environment where everyone
works together to achieve a single goal. “Our entire team
is happy and every day we have patients comment on
how amazing we are as a team and how everyone always
has a smile on their face,” says Dr. Sobchuk.

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Laser Light Technologies

Location: Hermann, MO
2018 Revenues: $7.4 million
Employees: 33
The Critical Number™: Net income / EBITDA

2019 Highlights

Challenge

Find a way to empower employees and build accountability

among the team without micromanaging.

Solution Company Background

Implement financial literacy training and regular huddles with Laser Light Technologies provides high-tech
the help of their coach, Jack O’Riley, to establish a cadence of laser-based contract manufacturing, laser
communication and ongoing education. systems, and engineering services that includes
solutions ranging from micro drilling holes
Results in plastic for industrial printers to precision
fabrication of life-saving medical devices.
Playing The Great Game of Business® (GGOB) has improved the team’s
financial awareness and helped employees gain a better understanding “Following the GGOB methodology had
of how their business makes money and generates cash—which has significant impacts on my personal life.
been especially valuable this past year as the company was hit hard The financial literacy training and score
by tariffs and trade disputes. The positive aspect, however, was that board interaction helped me manage
the company was able to make hard decisions quickly thanks to the my own personal finances better. I think
financial acumen brought by playing Great Game™. “Our team is twice before making an investment and
handling things exceptionally well despite the difficult situation,” says made considerable changes in my
owner and CEO Frank Hannan. “We continue to operate in the black overall spending habits. I was able to
and not lose money. We’re holding our own, which is something I pay off my student loan earlier than I
attribute to playing the Great Game.” anticipated by managing and
prioritizing my finances better from the
By improving the team’s financial literacy, employees are taking tips I learned from the GGOB
accountability in terms of decreasing costs where money can be methodology.” ~ Kannan Suresh Kumar,
saved. For example, where engineers in the past might have asked to Quality Manager
purchase a new piece of equipment, they now run the numbers first to
understand how making that purchase might generate new revenue or
save money through higher efficiencies. “Teaching financial literacy is
extremely powerful and it generates massive benefits,” says Hannan.
“But the real power of the Great Game is the value of creating a culture
where people feel empowered and can take control of their destiny.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Malco

Location: Annandale, Minnesota

Employees: 165

The Critical Number™: Net Operating Profit

2019 Highlights

Challenge Company Background

While the company had a strong foundation in top-down Malco, which started in 1950 and is now 100%
planning, they wanted to find a way to evolve into a employee owned, manufactures high-quality,
bottom-up approach. specialty hand tools that help construction
contractors, including professionals who service
Solution heating and air conditioners, do their job better.

Implement The Great Game of Business® (GGOB) “I think that communication between upper
inside the organization, including embracing financial management and associates has improved.
projections, weekly management and company huddles, We are able to see the financial statements
financial literacy training for all associates, and a critical and they are explained to us. We can see
number and scoreboards. the direction the company is headed. I feel
that company morale has also improved.
Results The Great Game of Business has shown us
all, that no matter what position we hold
Through MiniGames™, financial literacy, and in the company, we can impact the bottom
accountabilities at all levels, efficiencies and lead times line. Coming to Malco Products was one of
have improved at Malco. Sales have increased to record the best decisions I have made.”
levels as have net operating profits. Since Malco first ~ Amy Carlson, Accounting Payroll Clerk
implemented GGOB, associates have collectively received
over $1.7 million in company incentive bonus payments—
which has helped engage associates while giving them
a greater stake in the performance of the company.
“The GGOB, especially the financial literacy training and
sharing the numbers, helped everyone feel and act more
like a business owner,” says Mardon Quandt, President
and COO.
“Malco is a planning Company and GGOB is such
a great compliment to that process. Being 100%
owned, the financial literacy training, the
MiniGames, and the weekly company huddle
are all ways to help associates to be engaged
and keep them informed. We learn all the ways
that individually we can help Malco succeed and
to enjoy in that success. The GGOB is a win for
Malco and for associates.” ~ Carla Hinnenkamp,
Senior Accountant

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Peterson Trucks

Location: San Leandro, California
2018 Revenues: $116 million
Employees: 146
The Critical Number™: Market Share

2019 Highlights

Challenge

The business was struggling with both its profitability
and customer satisfaction. As a result, employees weren’t
engaged in their jobs.

Solution Company Background

Rally around transparency, communicate through Peterson Trucks International (PTI), which
dynamic huddles, and teach business and financial started in 2012, is now the Bay Area’s official
literacy as a way to get employees engaged in running International Trucks Dealer. The business offers
their business. a full service lease and rental fleet, both new and
used truck sales, highly trained technicians, an
Results unmatched parts inventory, and state-of-the-art
repair shops at multiple locations.
The Great Game of Business® (GGOB) couldn’t have
come at a better time for PTI back in 2014. The business “The GGOB has helped the Sales Department
went from losing millions of dollars to paying it all back by empowering us to understand how we win
and earning their very first dollar of profit in October of the game by which we are measured. We
2017. It’s the Critical Number the company had from the have learned that our attention to the financial
start of playing Great Game™. details impacts the company. In addition, we
regularly review the numbers and they are on
“The continued growth and success of our company display at all times. This has fostered a culture
and our people are what keep us in The Game,” says of trust within the department and the entire
Tom Bagwell, PTI’s Executive Vice President. “We are company. We know GGOB works because we
the phoenix who rose from the ashes in continuous see the results.” ~Russ Thielen, General Sales
pursuit of flourishing. The Great Game of Business is our Manager
mode of transportation and are certain that we wouldn’t
be a business had we not implemented open-book
management. Being able to speak to one another in a
common language of business is what has changed our
culture at PTI and turned us into a winning team.” Case in
point: For the second year in a row, Peterson Trucks has
won the Navistar Presidential Award for being one of the
top 15 dealerships in the country.

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

2019 Highlights Case Study

Challenge Rail Trail Flat Bread Co.

While the company experienced some early success and Location: Hudson, MA
rapid growth, the founding partners quickly realized that 2018 Revenues: $4.4 million
if they wanted to scale, they needed a system that could Employees: 65
better engage their employees in running the operation. The Critical Number™: Revenue

Solution Company Background

After learning about The Great Game of Business® Built up by a team of five partners on December
(GGOB) from Rethink Restaurant Group, a consultancy, 12, 2012, Rail Trail began as a family friendly
the partners applied for a state-funded grant to begin restaurant that serves flatbread pizza and other
implementing a vigorous financial literacy program— American classic dishes. The company has more
conducted in both English and Spanish—to educate their recently expanded by opening a micro-creamery
employees about how the business makes money and and a speakeasy-style bar.
generates cash.
“OBM for me has really established a
Results great management system for us. It has
developed myself and the team into
Thanks to opening up the business, Rail Trail has seen forward and upward thinking
impressive financial results, which include a 30% increase individuals. OBM has created a
in revenue coupled with a 30% reduction in cost of goods language for our company that I
sold. Perhaps more importantly, playing Great Game™ believe is groundbreaking. It’s a truly
has impacted its community in many ways. “Hudson is remarkable thing to be part of.”
a blue-collar area and previously did not attract much ~ Thomas Kepner, Executive Chef
younger talent,” says Jason Kleinerman, one of the
founding partners. “The Great Game has helped our
team open up possibilities of a strong workforce that has
control over their own financial destiny. We found that
opening our books and leading our team with education,
financial literacy classes, and a game culture helped to
solidify our team and business in our downtown. We are
fostering a culture of leaders in order to be a place that
innovates and leads.”
“What open-book management means for me overall is empowering people both
personally and professionally through financial literacy. But it goes far beyond that. It
means reducing the divide between the front of the house and back of house by
creating a ‘one team’ mentality. It means giving people a stake in the performance of
the business that we are all building together. It means harnessing the brainpower
of 100 people instead of just a few at the top of the organization. In short, it means a
better way of doing business.” ~ Luke Doherty Monroe, Bar Manager

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Red Caffeine

Location: Lombard, IL
2018 Revenues: $2.2 million
Employees: 23
The Critical Number™: Net Profit Before Tax

2019 Highlights

Challenge Company Background

When President and CEO, Kathy Steele, split from her former Red Caffeine is a growth consultancy that uses
business partner, the business was in dire straits. She was strategy, branding, technology, and marketing
looking for a different way to run her new company by embracing to fuel meaningful impact for mid-market and
transparency and through a high-involvement culture. enterprise organizations.

Solution “After having zero financial transparency
in my last job, learning that Red Caffeine
Steele learned about The Great Game of Business® (GGOB) is open-book and plays GGOB was a
through her involvement in the Small Giants Community. After a huge selling point in deciding to join the
visit to Springfield, MO, she decided to begin playing The Game team. Best decision I ever made!
inside her business. After a false start trying to self-implement, Information is power and now I am in
she made the move to hire her coach, Kevin Walter, and playing control to help drive our company’s
Great Game® in full in 2018. future & profitability. GGOB makes us
smarter employees, which in turn drives
Results a better experience for our clients.”
~ Amy Anderson, Director of Client
While the company struggled in 2018 due to a slump in sales, Services
they did adjust their Game play by changing their Critical Number
to something that everyone on the team could see how they
could impact—which opened up conversations across the team
about ways they could overcome their slow sales. “Playing the
Great Game got everyone involved in the financial decisions
we were making and gave the team a sense of ownership and
understanding of why those decisions had to be made,” says
Steele. “There is a much greater sense of understanding and
accountability today. A lot of lightbulbs have gone on since we
began playing The Game.” To that point, by having the team own
expense lines on the P&L, they’ve been able to actually uncover
thousands of dollars of revenue from clients they might have
otherwise missed out on.

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

SRC of Lexington

Location: Lexington, KY
2018 Revenues: $45.3 million
Employees: 180
The Critical Number™: Sales

2019 Highlights

Challenge Company Background

SRC of Lexington was originally a division of Komatsu, until it was The company works with original equipment
slated for shut down back in 2009. After SRC purchased the factory, manufacturers (OEMs) to offer quality
saving more than 60 jobs as a result, the team had to learn to run their remanufactured products for heavy equipment
business on their own. That also meant finding a way to earn a profit. that ranges from engines, powertrain
components, and hydraulics.
Solution
“Knowing how GGOB works is a big part of our
Embrace The Great Game of Business® (GGOB) leadership system as a company. It’s why we exist. An example of what
way to learn to think and act like owners of their business to help turn kind of impact it can have is with every employee
around the business. knowing the Critical Number for that year, that is
everyone’s goal to achieve as a team. No matter
Results what level you’re at on the pay scale you have a
stake in the outcome. When things are good and
“SRC of Lexington was a marginal business at best when SRC purchased we’re thriving we all know why. When things are
us from Komatsu in 2009,” says Rob Shear, SRC of Lexington’s General down everyone knows why that is and what needs
Manager who also ran the plant under Komatsu. “The Great Game of to be done to get back on track. With open-book
Business has changed us for the better. There is truly an ownership financials employees know they can make a
culture here that didn’t exist when SRC purchased the company almost difference, they can see it when their department
ten years ago. When we were owned by Komatsu, employees expected comes together and achieves monthly sales goals,
the company to take care of them and didn’t have any interest whether they see that directly in the bottom line. It’s not
the company was competitive or financially successful, as long as they just coming to work and doing your 10- or 12-hour
kept their jobs.” shift and going home, you felt like you actually
Now, says Shear, the implementation of High-Involvement Planning™ helped, and the proof is right there for everyone to
has been the biggest driver of financial success since they began see.” ~ Dalton Dunn, Hydraulics Department
playing Great Game™. He says his team has now developed a coherent
strategy, a long-term financial plan, objectives to achieve that plan,
and a communication process to get everyone bought into the plan.
“Employees at every level understand through our communication of
the plan how what they do ties into our long-term success,” he says.
“We tie our Critical Number into the long-term plan and communicate
it early and often to employees each year. This planning and
communication loop has helped us to grow the business into areas
that will allow us to continue to improve profitability as we execute on
our long-term plan and core purpose—which is to give our employee
owners a better life.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

SuperSuds Management

Location: Fredricksburg, VA
2018 Revenues: $7.3 million
Employees: 25
The Critical Number™: Net Profit % / Cash

2019 Highlights

Challenge Company Background

Owner Robert Schwartz, who has a background on Wall Street, saw The business owns and operates 26 different
an opportunity back in 1996 to consolidate the widely fragmented laundromats, all of which feature highly efficient
laundromat industry. But as he acquired more locations across a large-load and high-speed washers and dryers,
greater geographic area, he realized he couldn’t run the entire business across four states on the east coast.
on his own. He also realized that many of the stores felt isolated and
out of touch. As a result, Schwartz wanted to find a system that would “The GGOB Huddles have changed
not only tie his business together, but also give a greater sense of my work life and taught me how to
leadership and ownership to the associates running each location. manage my own money differently. I
have learned different things about
Solution how the company runs and how to
save the company money. It’s also
While he read The Great Game of Business years ago, it wasn’t until he pretty good when the company does
went to Springfield to see Great Game™ in action did he fully appreciate well, we are given a bonus!”
how it could be the answer he was looking for. It was after a visit to ~ Pam Brown, Store Manager
his neighbor Liz Wilder of Wilder Designs, a GGOB Hall of Famer, that
Schwartz made the move to hire a coach, Wayne Whitesell, to start
playing the Game companywide in 2017.

Results

The SuperSuds team has been playing Great Game for almost
two years, and financial metrics are up across the board. Team
engagements have never been higher, which has made a huge positive
impact on customer service at the store level. Schwartz says that
revenue growth for similar businesses in the industry averages less
than 3% a year. In 2018, sales were up 6% at SuperSuds—and 2019
is already off to a bang with sales up more than 15%. “I attribute this
remarkable growth to our engaged team and a mind shift towards
a sense of ownership with ‘A Stake in the Outcome®,’” he says. “The
effect of The Game has been unbelievable. For the first time, our store
managers have realized that their impact on the customer experience
has translated to higher store sales which means more bonus pay—a
true line of sight impact has begun.”

“GGOB meetings have taught me more about customer service
and how the business is run. Group meetings have also taught
me to be more patient at work, home, and in my everyday life.
Punctuality and how important my contribution is to the
company are what I have learned as well.”
~ Ruthie Rodriguez, Store Manager

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Venturity Financial Partners,
INC

Location: Addison, TX
2018 Revenues: $5.4 million
Employees: 40
The Critical Number™: Gross Margin

2019 Highlights

Challenge Company Background

Find a way to get the entire company aligned around increasing gross Founded in 2001, Venturity provides back-office
margin and becoming more profitable, something they had struggled Controller and transaction processing services
with moving the needle on for years. as well as financial consulting to privately-held
companies, with the goal of providing them
Solution with peace of mind knowing that their financial
information is accurately represented and tells
Embrace the GGOB with the help of their coach, Wayne Whitesell, the story of their business.
by truly giving team members A Stake in the Outcome® based on
company-wide goals they all helped set. The Venturity team began “Being a part of GGOB and especially
implementing the Great Game in March 2017 playing the Great Game HIP this past year, has really inspired
as a full company in June 2017. me to see that the possibilities are
limitless when it comes to the
Results company’s growth as well as my own
personal growth. For example, if you
The financial impact on Venturity from playing GGOB has been asked me two years ago if I would
substantial. After years of trying to improve gross margin percentage even consider being a GGOB Coach
and barely moving it 1%, gross margin percentage improved 7% points I would think that it’s something that
from 2016 to 2017—7% points higher than it has ever been. The I wasn’t qualified to do but today my
company also crossed the $5 million revenue mark for the first time and thoughts are why not!”
doubled their net income from the previous year—marks that helped – Shelly Strother, Implementation
the company earn the Rookie-of-the-Year All-Star award from the GGOB Director
in 2018. These results have continued into 2019, with a further 2%
increase in Gross Margin in the first quarter, and year-to-date operating
income at 10% of revenue.
After playing The Game now for almost two years and experiencing
both success as well as challenges, the Venturity team remains
steadfast in their commitment to GGOB for two main reasons,
says founder and CEO Chris McKee. “Our teams work much more
collaboratively now, sharing ideas and resources with the same
common goal in mind,” he says. “And people believe in what they help
create. Having our entire team, led by the Venturity Experience Team
(VET), play a role in where we are headed as an organization has been a
game changer. We now have over 40 of us that understand the drivers
of our business bringing fresh ideas to the table to drive continued
growth and profitability. The whole team is now running the company
instead of me and the partners.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Victory Mission + Ministry

Location: Springfield, MO
2018 Revenues: $2.4 million
Employees: 35
The Critical Number™: Net Income / Revenue

2019 Highlights

Challenge Company Background

Change the culture by empowering the staff and teaching them to and Victory Mission + Ministry provides outreach
manage the finances better. Many of the staff had no idea how the and restoration to those in need. Persons can
organization is funded. receive a day’s worth of food at the food pantry,
a clothing voucher for necessary items, and
Solution short- or long-term shelter. When they come
for food, clothing, and shelter; Victory wants to
Inspired by other non-profit success stories in Springfield such as the work develop relationships to encourage life change
done by Cindy Stein in the government offices of Greene County, as well and restoration. Victory believes everyone
as the what Katie Davis had done at Big Brothers Big Sisters of the Ozarks, has a name and a story and great potential.
Jason Hynson, the executive director of the Victory Mission turned to The ministry wants those in the restoration
The Great Game of Business® (GGOB) to help stabilize the organization’s programming to live in a supportive community
finances. with high quality employment. At Victory
Mission, “Every life has Purpose!”
Results
“GGOB is a powerful weekly huddle
Victory Mission continues to hit its stride. Thanks to playing Great Game™, for doing battle in the ministry.”
Victory’s new budgeting process—which used to be run top down—now ~ Brian Barkhoff, Recovery
enables the entire staff to see and plan accordingly. Expenses are seen Chaplain / Case Manager
by each member of the team. The continued cost savings and growth
allowed Victory to pay off their current warehouse commercial loan of
over $356,000.

Victory could then focus more on impacting individuals becoming
“productive citizens” and not worry about a vendor cutting off a line of
credit. The team also understands how its social enterprises must make
money or they need to be cut. “Donor dollars will not supplement what
was once a ‘good idea,’” says Hynson. For example, Victory closed its Thrift
Store operation in 2018—and the staff knew why. At one point, a staff
member raised the question after the huddle: “I don’t understand why
we are operating the Thrift Store if it cannot support itself.” “Fixing the
finances is building trust with the community of vendors, Victory staff, and
allowing the ‘business’ to work,” says Hynson. “It’s about understanding
how each smaller income and expenses fits in the whole picture. We also
came together as a team: one that will win or lose together. GGOB is
transforming the culture to one of openness and community.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

Vital Farms

Location: Austin, TX
2018 Revenues: $104.5 million
Employees: 130
The Critical Number™: Profit Before Tax (PBT)

2019 Highlights

Challenge Company Background

Find a way to connect team members that work in different Vital Farms was founded in 2007 to bring ethically
locations while also giving associate more opportunities to have produced food like eggs and butter to the table
fun on the job. by coordinating a collection of family farms
to operate with a well-defined set of organic
Solution agricultural practices that includes the humane
treatment of farm animals as a central tenet. The
After learning about The Great Game of Business® (GGOB) from company has its headquarters in Austin, Texas,
the practitioners at Kerbey Lane Café in Austin, the leadership and a separate processing facility in Springfield,
team at Vital Farms made the move to hire a coach, Kevin Walter, Missouri.
and began rolling out Great Game™ at the end of 2018. The team
played its first MiniGame™ as a way to kick off GGOB starting in “GGOB has helped me to connect
February 2019. with my crew more than I thought
possible. Crew members reach out
Results to me about their ideas that they
have, and how they could impact our
While the team has been playing GGOB for less than a year, bonus. We have more interactions
they have seen purposeful and intentional shifts in their and conversations, it’s really a great
financials as well as how their team works and communicates feeling knowing the crew is bought
with each other. “I saw the Great Game as a way to engage all in and invested in this idea!”
of our crew members,” says Russell Diez-Canseco, the President ~ Zach Bartlett, 1st Shift Production
and CEO of Vital Farms. “If it had an impact on the financial Manager
performance of the company, that would be icing on the cake.
It’s all about engaging the individual and giving them a voice in
doing something they are proud of. It’s an all-hands effort to
generate an extreme level of ownership across the organization.
A system like this life or dies by our ability to capture people’s
imaginations.” He points to an example of how a crew member
took it upon himself to research the price from a supplier to see
if he could find a lower-cost provider. In just a few hours, he had
found a different vendor who offered a larger quantity of the
product at half the cost—something that saved the company
some $1,500.

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com

Case Study

WebIT Services

Location: Naperville, IL
2018 Revenues: $2.7 million
Employees: 16
The Critical Number™: Net Profit

2019 Highlights

Challenge Company Background

Before playing the Great Game of Business®, WEBIT’s founder Founded in 1996, WEBIT Services specializes in
and President Eric Rieger was looking for help. “I didn’t feel like providing secure, reliable, and efficient managed
our team was fully engaged,” he says, “I also believed it was due technology solutions for a wide-range of
to our top down management style which didn’t give our team the businesses in the Chicago-land area.
full picture, nor did it empower anyone to make things better.”

Solution

When Rieger’s coach, Doug Diamond, suggested that he read
Jack Stack’s book, it had an immediate impact since Rieger’s
grandfather had worked down the road from International
Harvester in Melrose Park, IL, the same company SRC and the
Great Game of Business spun out of. “I remember going with my
father to pick my grandfather up from work. I know the area very
well and the whole message and story of SRC and how they saved
the company and turned things around really resonated with me”
he says. Rieger guided his team to start playing the Great Game of
Business in August 2016.

Results

While Rieger had some accounting experience from his college
days, he admits that opening the books and teaching financial
literacy through weekly huddles was the biggest eye opener for
both him and his team. Scoreboarding and High-Involvement
Planning™ in particular have had huge positive impacts in how the
business is run.
Providing financial literacy training and opening the books also
gave Rieger’s team deeper context about why certain decisions
were being made—or not made—based on protecting the bottom
line. “We’re in our third full year of playing the Game and it’s the
people that motivate me,” says Rieger. “When I was introduced
to Great Game™, I saw it as the missing piece of the puzzle in
our organization. We had some smart people, but they weren’t
able to connect the dots on how their jobs impacted not only our
business, but the business of the clients we serve. The culture has
done a complete 180 degrees since then.”

The Great Game of Business, Inc. | 2401 E. Sunshine St. | Springfield, MO 65804 | 800.386.2752 | greatgame.com