Seeking clarity and metrics to buy out

HSD (Hammond Street Developments) proudly solves problems at their core. With over 25 years of experience, they have consistently provided technology solutions to both government and private sectors. They actively automate business processes by using advanced Microsoft cloud-based technologies. Additionally, they pursued clarity and metrics to position the business for a successful buyout.

The Challenge for Clarity and Metrics

As HSD experienced rapid growth, the leadership team actively sought clarity and metrics to streamline the business. By achieving this, HSD aimed to deliver a higher-value and more consistent experience to their customers. Furthermore, they wanted to encourage performance ownership across the entire organisation, rather than leaving it solely to the leadership team. To achieve this, they needed to define clear metrics for their teams as well.

Narendra Tomar, CEO of HSD, reflected on this challenge: “The growth we were experiencing created pockets within the business where the purpose and vision were blurred.”

The Solution for Clarity and Metrics

To address these challenges, HSD collaborated with Murray Smith from Grip 6 and committed to:

• Creating a shared purpose and focus that everyone could easily understand.
• Defining and establishing clear accountability and clarity within the organisation.
• Implementing relevant performance metrics.

The Results of Clarity and Metrics in the Buyout Process

Within 24 months of working with Murray Smith, HSD’s leadership team developed all the skills and capabilities required to run a great business. This timeline aligns with the typical development process for leadership teams and marks a significant achievement.

As a result, the leadership team:

• Established clear accountabilities and metrics across the business.
• Ensured that everyone was aligned and understood their contributions to the organisation’s success.
• Proactively identified and addressed operational challenges with discipline.
• Significantly improved the productivity of meetings.
• Focused on new products and markets without being bogged down by daily operations.

Narendra Tomar emphasized the positive outcomes: “All of us know what we have to do… we are getting permanent positive change week after week.”

Ultimately, HSD’s structure, clarity, and culture made the business an attractive acquisition for Atturra. These improvements paved the way for a successful buyout.