Case 01 · Specialty Chemicals Manufacturing · $85M · 7 months
Leadership blamed pricing. The real constraint was operational visibility.
EBITDA had stalled at 6.0% on stable revenue — the business ran without one operating rhythm across Sales, Operations, Supply Chain, Procurement and Finance.
+$7M
Working capital released
Under the headline: renegotiated a key raw material $2,740 → $2,500/MT (−8.8%) · cut active SKUs 786 → 321 · inventory days 96 → 55 on a lead product family.
"Omnya didn't come in with a generic playbook. She challenged our assumptions, identified the real operational constraints, and aligned the leadership team around one operating plan. The financial results followed much faster than we expected."
— Managing Director, Specialty Chemicals Manufacturer
Case 02 · Building-Materials Distribution · $160M · 8 months
Growth was supposed to fix profitability. The operating model was the problem.
Revenue had scaled to $160M but EBITDA stalled at 4.4%. Complexity had outgrown the management system — duplicate inventory, instinct forecasting, fragmented reporting.
Under the headline: eliminated 276 duplicate SKUs across the network · renegotiated freight for a further −8.2% · warehouse productivity +25%.
"What impressed us most was her ability to simplify a very complex operation. She didn't just improve processes — she changed how our leadership team made decisions. The business became easier to run and significantly more profitable."
— President, Building-Materials Distributor
Case 03 · Apparel Manufacturing & Retail · International · $70M · 9 months
They hired her for an ERP. The real problem was that no one was aligned.
The plan was to modernize with an AI-supported ERP. Finance, Sales, Operations and Supply Chain ran as four separate businesses — technology would only make the misalignment move faster.
Under the headline: cut executive escalations −84% · standardized 5 operating KPIs across all four functions · consolidated 4 planning meetings into one cadence — before the ERP launched.
"We engaged Omnya for an ERP initiative. She quickly recognized technology wasn't our biggest challenge. By aligning our leadership team around one operating rhythm, she created the foundation that let the ERP succeed."
— CEO, International Apparel Manufacturer