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Case Studies & Testimonials

At Shapcott & Lauber, we don’t just advise—we implement. Our operators bring proven playbooks, hands-on execution, and measurable results to every engagement. We de-risk the first step with a no-pressure discovery and concrete recommendations you can validate in your own numbers—before you pay a dime. That earns credibility and trust, fast. Then we build practical systems your team can run and stay until the cadence sticks. From job launch to cash flow, our standards, dashboards, and coaching translate expertise into outcomes—confidentially, transparently, and with pride in the craftsmanship of every process we help you install.

mechanical contractor

Industrial/Commercial Mechanical Contractor

A $60M mechanical contractor curbed margin fade and cash delays via discovery, tighter project controls, prefab planning, improved WIP and A/R discipline—lifting productivity, EBITDA, timeliness, and cash cycle while freeing leaders for growth.

Machine Shop — 30 Employees (Job‑Shop CNC)

A 30-employee machine shop fixed late orders and long setups using SMED, 5S, and visual planning—raising OEE to 68%, on-time delivery to 93%, cutting scrap 22%, speeding quotes 35%, improving margins and cash.

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Roofing Contractor

Roofing Contractor

36 Employees (Residential & Light Commercial)

Fast-growing 36-employee roofer fixed scheduling and handoffs after a 10-hour review and 2-day analysis—raising margins 4.2 pts, productivity 18%, cutting rework 30%, speeding cash (DSO 58→38), improving WIP accuracy, and freeing the owner.

Third‑Party Logistics (3PL) — 28 Employees (Pick/Pack, Kitting, Cross‑Dock)

After a 10-hour review and 2-day analysis, a 28-employee 3PL fixed congestion and errors with SOPs, RACI, KPI dashboard—cutting dock-to-stock 46%, raising accuracy to 99.7% and OTD 97%, reducing overtime and churn significantly.

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General Contractor — $20M Revenue, 15 Employees (Residential/Commercial)

A $20M, 15-employee GC fixed profit erosion and volatility by installing ICP and bid rules, pricing guardrails, precon-to-ops handoffs, CO workflow, WIP accuracy, governance cadence, 13-week cash, and a dashboard after no-risk discovery.

Manufacturing — $8M Revenue, 40 Employees

A 30-employee manufacturer faced weak structure, no accountability, stagnant sales, 70% capacity, and firefighting. A four-day discovery found leadership unwilling to change; lacking systems and delegation, S&L declined engagement—improvement thus unsustainable without commitment.

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