Company B owned a plant which has not been profitable since start-up several years earlier. Numerous managerial changes had been made over the years at the facility in order to find the right leadership. An in depth analysis of the companies financials was conducted, opportunities for improvement were identified, and strategies were submitted to the Team for implementation. A breakdown of accountability occurred within the internal management team’s implementation of the plan. Arnold was given interim management responsibility for the facility. Departmental barriers were removed, expectations were set that we all play on the same Team, and the original strategic plan was used as the basis for the beginnings of returning the Company to profitability. Through the “process” and the engagement of all the employees, the facility became profitable within a 5 month period.