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Genysis Brand Solutions

Strategy, leadership coaching, process re-design, and especially powerful implementation process helped Genysis double revenue in less than one year, and grow another 266% in three years!

When Petrous first began working with Genysis Brand Solutions (formerly VMI Nutrition), they were a $30 million business. The owners had just been awarded Entrepreneurs of the Year, and they had surrounded themselves with a smart, energetic yet very inexperienced management team. The owners made all the decisions in running the business, but realized that they could not take the business to the next level if this model was to continue. Petrous began by taking the owners and small leadership team through our concise and efficient strategic planning processes developing a vision to double Genysis’s business within five years and making them a primary source for nutritional powders instead of just a backup. Upon implementing their strategy, Genysis doubled their revenue within one year – four years ahead of schedule. This rapid growth exposed other challenges for Genysis. To overcome these challenges, Petrous took Genysis through a process re-design program helping to make them leaner, and much more efficient. Throughout the years that Petrous has worked with Genysis the primary objective has been to develop their management team into leaders. Through one-on-one coaching, off-site group meetings, and a unique seminar, Petrous has helped to develop the leaders to the degree that the owners now have confidence in them to run the business in the day-to-day operations. This has freed the owners up to use their exceptional creative and entrepreneurial energies to develop new entities and sub-businesses for Genysis. After three years of engagement with Petrous, Genysis is now an $80 million business with international affiliations and a strong leadership team.

Utah Food Bank

“Petrous Leadership helped Utah Food Bank to achieve a far more targeted and direct approach to attain higher levels of employee satisfaction and engagement than we were able to do on our own."

After going through some major changes in direction and leadership, Utah Food Bank needed to see how their employees were faring. Senior management could tell that some were feeling left out, confused and wondering if the mission of the Food Bank was still the primary focus. Petrous conducted an employee survey to ascertain the engagement level, leadership perception and the general overall feeling of the employees. But more than just that, Petrous’s assessment reached to greater depths by evaluating additional practices that are critical to productivity at Utah Food Bank. It established baseline performance measures, but most importantly, it provided actionable knowledge for Utah Food Bank to improve employee engagement and leadership competency. Eighteen months later, Petrous conducted another survey to help determine if programs they put in place in response to the first survey had generated positive improvement. The results were amazing! Engagement and satisfaction rose, leadership and management competency increased – in fact, all measured indexes had improved significantly.

The President & CEO of Utah Food Bank said it best, “Petrous Leadership helped Utah Food Bank to achieve a far more targeted and direct approach to attain higher levels of employee satisfaction and engagement than we were able to do on our own. With the information collected from the Business Practice Assessment survey and resulting Eye Chart, managers, directors and officers were better able to see the needs and wants of their employees and also better understand their own roles in helping their staff members to flourish in their positions. With the added direction and support from Petrous Leadership, our year over year surveys have shown a marked improvement, not only in employee satisfaction and engagement, but in overall management growth and success.”

JDHGroup

Strategy and Team Operational Rhythm - a powerful implementation process - gave JDHGroup the confidence that they could attain an aggressive vision with an optimistic strategy.

Jacobi Medical Center

After utilizing Petrous's unique Operational Rhythm methodology the change in culture and performance at Jacobi Medical Center was amazing! Engagement and satisfaction rose, leadership and management competency increased, and all other business practices significantly improved.

Two of the hospitals in New York City’s hospital system, Jacobi Medical Center and North Central Bronx Hospital, recognized that they had serious issues that needed to be fixed in order to compete in today’s volatile healthcare industry. Practices that make up Ambulatory Care lacked unity, did not have a common vision or values, did not trust administration, and exhibited a toxic environment and culture. A forward thinking administrator felt that without help both in-patient and out-patient practices would fail.

Petrous completed an assessment and began implementing our unique Team Operational Rhythm unity and strategy program. We worked with each practice group to help them form concords for their groups that committed them to a higher purpose. They began to work together, complete projects to enhance health outcomes, and change their culture to one based on operational rhythm and high performance. Monthly workshops conducted by Petrous coupled with leadership coaching for the physician leaders helped to overcome barriers and make the environment one where recognition, team comradery and performance led to engagement and being self-directed. After almost two years, Petrous conducted another assessment to help determine if programs and practices that were put in place had generated positive improvement. The results were amazing! Engagement and satisfaction rose, leadership and management competency increased – in fact, all measured indexes had improved significantly.

Your Employment Solutions

"The Petrous Process Design Methodology is a systems design approach to systemically diagnose or assess the organization and then design or redesign it for high performance. It is a roadmap that shows how to get started and how to get everything and everybody ready for “Day One” of implementation."

When Petrous began working with Your Employment Solutions, they were a young company that had made great strides in their marketplace. But they were looking for a way to make that leap to become more competitive and take a larger portion of the market. Petrous began by taking the owners and small leadership team through our concise and efficient strategic planning processes helping them to develop a vision for their near future.

Using the Petrous Process Design Methodology, Your Employment Solutions’ leadership team participated in formulating, designing and implementing a new and improved recruiting process – using an approach to systemically diagnose the organization and then redesign it for high performance. It is a roadmap that shows how to get started and how to get everything and everybody ready for “Day One” of implementation.

After successfully completing the design process and implementing the new methodology into day-to-day operations, Your Employment Solutions is now certified as using a high performing process. This process has helped Your Employment Solutions to implement the strategy inherent in the Petrous Process Design Methodology, and to become a high performing, competitive company in the marketplace.

Maverik

This business achieved tremendous growth. It grew 250% in three years in a mature industry and established itself as an industry leader and regional powerhouse.

When Petrous first began working with Maverik, they were a family run organization with a small town ‘cheap’ mentality generating about $400,000,000 in revenue. Operations of the company had just been turned over to the third generation – typically the generation that runs things into the ground. Confidence in leadership was low, both on the part of employees, the leadership team as well as the new leaders. Employees felt the new leaders got their jobs because of bloodline, not business acumen.

We first guided the CEO through the strategic planning process and assisted him in developing a vision and strategy that would take Maverik to a $1 billion enterprise with big time industry status. In three short years, one year ahead of schedule, Maverik achieved their $1.2 billion audacious goal. The CEO became a respected leader not only at Maverik but in the convenience store industry.

With the confidence that they could attain an aggressive vision and an optimistic strategy, they then set out to become a $3 billion enterprise. This required rigor so we helped them re-designed core processes to achieve high performance and a discipline to establish operational rhythm. In a record 3 years they accomplished what seemed impossible by realizing their strategic differentiators and clearly distancing themselves by setting new industry standards.

IHC Health Plans

“Through a powerful team building process, the executive team developed unity, trust, clarity of goals and roles, and accountability to achieve some extraordinary results.”

When Petrous began work at IHC Health Plans the executive team was beyond dysfunctional – it was in turmoil. There was a mutiny against the newly appointed COO. He had been in his office for a few short months – long enough to offend just about everyone as he exerted his authority to implement his direction and his way of doing things. There wasn’t a common vision, common values or an agreed upon plan. There was significant distrust on the executive team and overall morale was low.

We completed an assessment that identified seven critical issues they needed to focus on. We helped them develop a vision and strategy and an implementation plan that was highly effective. Through a powerful team building process, the executive team developed unity, trust, clarity of goals and roles, and accountability to achieve some extraordinary results. The company went onto accomplish their goal of 60% market share (maximum acceptable to avoid monopoly status). The COO gained creditability and acceptance by all those around him as he led IHC Health Plans to new heights.