DNM Group
Working with BDC put our business on a new growth trajectory. It also changed my life. I used to work 16 hours a day and never saw the light at the end of the tunnel. Today, we are well on our way to becoming an efficient organization with clear processes. It is the most liberating feeling in the world. Without BDC, it would have taken us 10 years to get here.
Brandon Stubbs
CEO and Co-Owner
The group relies on a team of certified professionals to deliver a full range of high-quality services in plumbing, HVAC, construction and civil excavation.
About the company
DNM Group is the only locally owned and operated full-service, multi-trade contractor in Sault Ste. Marie and the Algoma district.
Location: Sault Ste. Marie, Ontario
Industry: Construction
Entrepreneur challenge
DNM Group was experiencing explosive growth, with revenues doubling or tripling year after year. In just six years, under new ownership, the small four-employee plumbing operation had grown into a multi-trade contractor operating across six legal entities: plumbing, HVAC, construction, civil excavation, lumber, and a shared-services unit overseeing operations. This rapid success also meant inevitable growing pains and operational challenges, from budget management to performance tracking and decision-making. Even with 80 employees, the group didn’t have an organizational chart. DNM Group needed a more structured way forward to sustain its long-term growth.
BDC expertise
BDC’s multidisciplinary team of experts completed a 360-degree assessment of the company’s management systems and performance, including its leadership, operations, technology and financial management. After benchmarking this analysis against industry best practices, BDC supported DNM Group’s leadership in creating a strategic plan and rebuilding its organizational structure around it. The plan focused on implementing a consistent management system across newly introduced business lines to streamline decision-making, continue delivering an excellent customer service, and create a platform for ambitious and structured future growth.
Results
- Redesigned the group's structure to sustain a bold vision for continued growth through mergers and acquisitions (M&A)
- Defined the role and hired a Chief Operating Officer (COO)
- Filled critical gaps in mid-management roles (project managers, safety officer, HR specialist etc.)
- Streamlined decision-making at leadership level to enable effective execution at mid-management level
- Implemented systems and processes to standardize operations across business lines
- Achieved significant productivity gains through cross-functional value engineering efforts and implementation of targeted operational efficiency initiatives
- Introduced unified controls to ensure spending oversight and increase purchasing power