POWERS Partners With Global Pet Food Ingredients Producer To Build Greater Consistency As Operations Grow

Atlanta, GA. September 17, 2026. POWERS has announced a new partnership with a global pet food ingredients producer focused on strengthening frontline leadership and operational discipline to build the execution capability required for more consistent performance as the organization grows.

When growth tests how an operation is managed

Growth creates opportunity, but it also tests the way an operation is managed.

As organizations expand, complexity tends to increase. More people, more processes, changing responsibilities, and greater production demands can expose differences in how work is planned, how performance is managed, and how leaders respond when the day moves away from plan.

The challenge is not simply keeping pace with growth. It is making sure the leadership capability and operating disciplines underneath performance grow stronger with it.

That is the focus of this new partnership.

Two disciplines that have to work together

POWERS will work alongside the organization’s frontline supervisors and managers to strengthen two disciplines that have to work together: frontline leadership and operational discipline.

On the leadership side, the work will focus on developing supervisors and managers who can plan the work, make decisions under pressure, communicate clearly, solve problems, coach their teams, and hold the standard. Development will take place under live operating conditions, with POWERS practitioners coaching alongside leaders as they manage the operation’s real demands.

A stronger operating structure around it will reinforce that leadership capability. POWERS will work with the organization to develop a comprehensive, optimized Management Operating System built for how the business actually runs. The work will identify where existing standards, routines, management cadence, visual management, escalation, and accountability are missing, inconsistent, or no longer suited to the operation, then bring those elements together into a more cohesive system.

Growth puts a spotlight on how an operation really runs. When more is being asked of the organization, you find out quickly whether performance depends on a few experienced people or whether there is a system everyone knows how to run. We’re working with this team to build that system and develop their frontline supervisors and managers to lead it effectively every day.

Sean Hart, CEO of POWERS

Neither discipline stands alone

The result is not an MOS that sits alongside the operation. It becomes the architecture for how the operation is managed, giving supervisors and managers a consistent way to see performance, respond to drift, solve problems, and keep teams aligned around what needs to happen next.

That combination matters because neither discipline stands alone. A strong management system still depends on capable leaders to run it. Strong leaders are limited when the standards, routines, and management structure around them are inconsistent. Building both together creates an operation that depends less on individual workarounds and can execute consistently as complexity increases.

Building an operating system that can scale

As an organization grows, the management system has to provide greater clarity, not more bureaucracy.

Standards

Need to reflect how the work should actually be performed.

Management routines

Need to surface performance gaps while there is still time to act.

Escalation

Needs to move problems quickly to the right level.

Visual management

Needs to make performance and drift easy to see.

Accountability

Needs to connect what happens on the floor with the priorities of the broader organization.

That is the role of operational discipline.

POWERS will work with the organization to co-design the MOS around how the business actually operates, embed its routines alongside supervisors and managers on the floor, and reinforce the leadership behaviors required to keep the system running. The objective is not to install a generic model. It is to build a management architecture that belongs to the organization and can continue to evolve with it.

At the same time, frontline supervisors and managers will develop the capabilities required to operate within that system and lead their teams through it. Rather than separating leadership development from operational improvement, the two will be built together where stronger performance is actually created.

The result should be greater clarity, faster decisions, stronger accountability, and more predictable execution as the operation grows.

Most importantly, the capability stays inside the organization.

The objective is to leave behind supervisors and managers who can run the system, an MOS built for the realities of the operation, and the internal capability to sustain stronger, more consistent performance over the long haul.

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About POWERS

POWERS builds execution capability for organizations by strengthening the disciplines that drive operational performance. Through frontline leadership, operational discipline, equipment reliability, workforce capability, daily accountability, and DPS, its proprietary Digital Production System, POWERS helps organizations build stronger execution, stronger performance, and better financial results regardless of conditions.

POWERS works alongside client teams from the shop floor to the top floor, building the leadership capabilities and management disciplines required to sustain performance long after an engagement ends.