Situation
At Proxxy, we believe in work-life harmony for all. This applies to founders, leaders, and staff alike. Unlike “balance,” which implies a pie that must be split equally, harmony is about aligning work with personal and business goals. It is work that inspires commitment and drives people to do their best. Achieving this requires the right offering, strategy, clients, and staff.
Our client was struggling with harmony across these four areas. They loved the work they were doing for two-thirds of their clients but had lost passion for the legacy work that still made up the other third. Their strategy reflected this tension, as it was difficult to craft a unified approach around two very different offerings. While the client still valued the long-time relationships with legacy clients, the work itself no longer energized them. Staff was the one bright spot, as the company had been built on a strong foundation of values that guided hiring and culture.
Solution
We began by reviewing the offering. The question was whether the business should continue with both lines of work or concentrate fully on the newer direction. Both offerings were profitable and well-regarded, but the business was being managed as though they required the same level of leadership and process. When we examined staffing and workflows, it became clear that the two offerings could operate as distinct divisions.
This discovery shifted the conversation. Some staff and leaders were drawn to the newer offering, while others genuinely enjoyed the legacy work. We developed a plan to separate the offerings into two divisions, each with its own processes and leadership. This structure gave each group the freedom to focus on what they cared about most.
With the divisions in place, we held separate strategy sessions for each. This focus unlocked new ideas that were tailored to the strengths and opportunities of each division. The clarity also allowed us to split the profit-and-loss statements, giving leaders the ability to manage strategy and KPIs for their own areas of responsibility.
Outcome
The restructuring brought a renewed sense of joy to the founder and created positive momentum across the entire organization. Employees were more engaged because they were aligned with work that mattered to them. Clients noticed the difference as deliverables improved and relationships deepened.
Over the next two years, both divisions achieved consistent growth, with one expanding at 20 percent year over year and the other at 15 percent. Employee engagement, already strong, increased by five percentage points each of those years. By aligning people and processes around distinct offerings, the company not only strengthened its culture but also drove measurable business growth.
Work-life harmony means being surrounded by people who share your sense of purpose. For this client, separating the two offerings allowed them to rediscover their passion while empowering others to thrive in the areas they valued most.
