Four times revenue by removing the reason customers delayed repairs

Eight people in one building repairing rotating equipment. Plenty of demand, flat revenue, and no obvious reason why.

The constraint was on the customer's side of the fence

Sending a pump out for repair meant the customer went down. So repairs got postponed until something failed on its own terms instead of on theirs, which meant the shop received emergencies instead of scheduled work. Emergencies are worse for everyone.

More capacity wouldn't have fixed that. The bottleneck wasn't in the building. Covering the customer through the gap would.

What we did

• Built the repair side up first. Throughput and quality had to be reliable before anything got added to them.
• Bought a small rental company. Capability acquired instead of built slowly, because the window mattered.
• Stood it up as a second location dedicated to coverage. Equipment placed on the customer's floor while their own unit came back to the main shop.

What moved

Customers stopped losing production. Repairs started getting scheduled instead of deferred, which turned unpredictable emergency work into a book you could plan around. Revenue grew four times over and the team went from eight people to twenty-eight.