Columbus Craft Meats – Organizational Transformation

BACKGROUND

Columbus Foods, a renowned food manufacturing and distribution company, had carved its niche in artisan meats. Originating from Columbus Street in the vibrant North Beach district of San Francisco, California, the company’s roots run deep. Over nine decades and spanning three generations of dedicated family members, Columbus Foods expanded its presence across the West Coast. However, as the lineage reached its conclusion, the founders sold the company to a Private Equity firm, aiming to propel further growth and development.

PROBLEM

Columbus faced the challenge of maintaining its rich culture, meaningful heritage, and solid client relationships amidst significant organizational changes. These changes included modernization, efficiency improvements, brand revitalization aimed at millennials, and expansion both nationally and internationally. The company was hindered by outdated systems, processes, manufacturing plants, and a brand that was becoming less relevant in an era dominated by millennial preferences for craft foods. Additionally, there was a significant divide between the Sales/General Administration corporate staff and Plant Manufacturing teams. This gap underscored the urgent need for a more integrated and unified culture, where everyone was aligned and moving swiftly towards a common goal.

SOLUTION

A company wide, cross-functional, multi-level listening tour diving into company history, brand attributes, cultural strengths, operational and performance roadblocks preventing or plateauing successes (over 400 1-1 interviews, 50 group sessions, founder and board interviews and review of all business goal plans.

• Creation of formalized strategic workforce plan, inclusive of succession planning model and internal skills remapping according to individual super strengths, creation of customized development plans for all staff members at every level.
• Transitioned founders and other original leaders to more appropriate roles while hiring new CEO, COO, management cabinet, and appointing worthy junior leaders across the company to newly designed / best-fit jobs.
• Reorganization of Operations to allow for design of first ever stand-alone Supply Chain department and R&D department.
• Conducted a human capital process improvement assessment and overhaul – rebuilt team, tools, process, vendor assessment and replacements, streamlining and regaining efficiencies and margin performance.
• Reworked expensive 3rd party staffing firm contract and built CAT, in-house staffing group, (Columbus Attraction Team) to focus on internal & external recruitment and succession.
• Led M&A diligence team to divest/sell low-growth margin distribution company under Columbus Foods Holding (Columbus Distribution) for reinvestments to key manufacturing model.
• Partnered with COO & CEO to overhaul company DNA such as company brand positioning and go-to-market strategy, talent landscape, product SKU rationalizations, ingredient/product overhaul replaced by better-for-you and organic.

• Launched the wellness brand “Clean Mind Clean Body” in Columbus with goals to aid in the change management of 30-year veteran staff as we transition products to healthier options. This involves engaging staff in their own health and the importance of clean food, while also aiming to improve the overall health of our employees and significantly reduce healthcare costs.

• Introduced a new enterprise system and rebuilt Human Resource Information System (HRIS) and Talent Acquisition (TA) tools for optimal efficiency and cost savings.

• Transitioned to a transparent, competitive compensation philosophy and rewards-based incentive plans.

• Made judicious yet highly competitive investments in employer-of-choice programs including compensation philosophy, Total Rewards, Manager/Executive Leadership Academy, employee and family-focused scholarships, education reimbursements, environmental impact/community programs, employee convenience programs, and customized learning and development opportunities.