A soft furnishings dynasty taking a good, hard look at scaling up.

Problem

Reilly’s was a classic family success story with a scaling problem. David Reilly started the business 20 years ago. Fifteen years ago, his eldest daughter Cassie joined. Then the rest of the kids came on board—all five of them now involved in running the business.

Work was never the issue. Reilly’s specialized in soft furnishings and window coverings—blinds, curtains, the full range. The pinch points were always the same: staffing and cash flow. Reillys needed less turnover and certain long-term players to step up into new capacities, or they feared they’d never have the right mix of people and systems to manage the workload without stress and burnout.

Solution

P7 started where the rubber hit the road—meetings. The morning huddle became the foundation—huge for staff morale and communication. P7’s Anna, Chris, and Nathan showed up to meetings, critiqued them in real-time, and coached the team on how to improve.

Next, working with the A-Player Assessment and Org Chart Review had an immediate impact, with Reilly’s identifying top performers and moving B-players into the right areas of the business—areas that then finally had strong growth.

P7’s team was hands-on and available when Reilly’s needed them, coaching staff across different areas. The employees were receptive to everything presented. The open communication lines the huddles changed how the team operated—with less firefighting, and more ownership.