Revitalizing a Global Air Pollution Control Leader:
The LDX Turnaround
Client Overview
Industry: Air Pollution Control
Client P LDX Solutions is a global supplier of air pollution control, process improvement technologies, pneumatic conveyance, energy conservation solutions, and aftermarket support and services for heavy industry. Through our portfolio of branded products and services, we have thousands of installations, and are cleaning the air in over 20 countries and in over 50 different industries.
The LDX brands – Dustex®, Geoenergy®, Lundberg®, Western Pneumatics have a combined 200+ years of industry experience. The LDX team proudly continues the mission of our founders in helping our clients adapt cutting-edge technologies to the environmental requirements of a fast-changing modern world.
With industry leading manufacturing and installation teams, we strive to be your one source for everything from innovative product design to plant operations support. With quality equipment, parts, and services, we guarantee efficiency and excellence – even after installation and startup. Operating as a full-scope project & aftermarket supplier with in-house commissioning, our excellent reputation is supported by our many satisfied customers with whom we maintain long-term relationships.
Challenges Faced:
- LDX is a PE owned firm which has been build by M&A of three distinct organizations. When JG&CO was engaged the firm was on its 4th CEO and 5th CFO in five years. The CEO had identified as variety of issues that were onerous for him to attack on his own. JG&CO was engaged to assist in prioritizing opportunities for improvement and splitting strategy and implementation tasks with the CEO.
"Three issues were assigned to JG&Co. First, there had been a poor transition from the original ownership to the PE firm and equally poor transition between the three distinct cultures. This caused resistance to change, gaslighting of new employees and a mistrust of leadership. Secondly, the leaders of each of the three divisions were new to the organization and trying to develop strategy with poor or missing information from the legacy organizations. And third, the company had only engineers in business development roles believing that this was the only was to sell into these markets."
Approach and Strategies:
JG began meeting bi-weekly with the division leaders to build the right strategies for each group as well as organizational design and process flow. JG brought in a sales effectiveness assessment to move the culture from a belief in technical sales to aggressive outside sales talent supported by SMEs and coached the leaders on how to effectively manage this process. A codifies sales process was built and a process for cross-selling to promote collaboration between divisions.
Implementation Steps:
JG began with each division leader evaluating go-to-market plan, client mix, process flow and organizational design. The appropriate adjustments were made in each division. Upon determining next steps, JG worked closely with each leader and their teams to implement the new strategies and processes. Once a CRO was brought onboard, JG also worked closely with him to clarify strategy, build onboarding and a key account strategy.
Outcomes and Achievements:
“Today the organization is positioned for a successful sale. Each division has clear goals, a clear organizational structure, team members have clarity on how they are measured, sales are more profitable and managers feel as though they have been personally developed.”
Client Testimonial
Voices of Success: The Jane Gentry Effect
Jane supported me by helping evaluate my organization to illuminate my blind spots. We discussed different approaches to process, growing pains, and organizational design. Jane provided valuable insight in outlining short and long-term potential outcomes. She supported me with targeted coaching for my team as a whole and individually. My organization and I are now moving faster toward our goals and have a solid strategy for how to reach them.
Matt Devitt
VP Aftermarket
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