Scrap reduced
Manufacturing waste fell 28% after floor-level process changes.
Client results / Ontario
Proof Is the Only Pitch
We let the spreadsheets do the bragging. Strive Summit Consulting Inc. measures the change in the plant, the warehouse, and the boardroom, then leaves a clear trail from decision to result.
$34M
Client-measured impact since 2019
3 sectors
Manufacturing, agri-food, financial services
The evidence file
01 / Six signalsThroughput raised
One St. Thomas plant moved product 19% faster.
Cold chain protected
Norfolk County losses dropped 41% across the route.
Data shared
Growers and processors worked from one operating model.
Penalty avoided
A Toronto migration protected $2.1M in compliance costs.
Decisions tracked
Leaders received measures they could act on each month.
Three results, close up
02 / Case studiesNumbers matter when the people doing the work can see themselves in the change.
A St. Thomas manufacturer brought Strive Summit Consulting Inc. onto a plant floor with rising scrap and uneven output. We spent time with operators, supervisors, and union representatives before changing the daily production rhythm.
The team tested small adjustments at each constraint, recorded the effect, and kept the measures visible. Scrap fell 28% while throughput rose 19%.
In Norfolk County, the problem sat between growers, processors, and refrigerated carriers. A shared data model gave each party the same view of handoffs, temperature, and delay.
Toronto's financial services team took a different route. A six-month migration replaced ageing systems in controlled phases and saved $2.1M in compliance penalties.
Manufacturing Turnaround — St. Thomas, ON
Plant-floor engagement made the changes practical. Union collaboration kept the new rhythm fair, visible, and workable across shifts.
Before / scrap rate28%
After / scrap reduction-28%
Before / throughput100
After / throughput gain+19%
Agri-Food Supply Chain Rebuild — Norfolk County
Growers and processors stopped working from separate versions of the truth. The shared model made delays visible before product spoiled.
- Cold chain losses cut by 41%.
- Handoffs mapped from field collection to processing.
- Exception data reached the right team sooner.
Financial Services Tech Overhaul — Toronto
The migration kept compliance controls in view while legacy systems moved in measured stages.
Month 1Control review
Months 2–3Data mapping
Month 4Core build
Month 5Parallel run
Month 6Release and review
Result$2.1M protected
How the numbers hold up
03 / Working method- Set the baselineWe agree on the measure before recommending a change.
- Watch the workWe speak with the people closest to the delay, cost, or risk.
- Test in placeSmall trials show what works before the wider rollout.
- Report the shiftLeaders get a plain record of effort, result, and next decision.
The people behind the proof
04 / Strive Summit Consulting Inc.Strive Summit Consulting Inc. works with Ontario firms where a good plan has to survive a busy Tuesday.
Our work joins business strategy to the details that shape margin: shift patterns, purchase orders, controls, handoffs, and the quality of the numbers underneath a decision.
We don't arrive with a pre-written answer. We bring a baseline, a short list of tests, and the discipline to show what changed.
That approach suits mid-market teams with real operating pressure. The work stays close to the people who must carry it forward.
What They Actually Said
05 / Client voice"The scrap number changed because the conversation changed. Operators had a say in the fix, and the result held across shifts."Stasia Nahas, Plant Operations Director, Ontario manufacturing firm
Why did we choose Strive Summit Consulting Inc.? Because they stayed with the route until the cold-chain loss was visible at each handoff. Our growers and processors now read the same signal.Kariem Tasneem, Supply Chain Lead, Norfolk County food producer
"They made a difficult migration legible. Every phase had an owner, a control, and a date. We protected $2.1M while the business kept moving."Marlane Marciniak, Chief Technology Officer, Toronto financial services firm
Questions leaders ask
06 / Clear answersHow do you measure impact?
We set a baseline with your team, define the operating measure, and review the change against that starting point.
Do you work with unionized teams?
Yes. The St. Thomas engagement included union collaboration from the start, with practical changes tested on the floor.
Can you work inside an active operation?
That is where the strongest evidence comes from. We observe the work without taking the team away from its daily priorities.
How long does an engagement take?
A focused diagnostic can start quickly. Larger programmes are staged around decisions, tests, and measurable review points.
Who is this work best suited to?
Ontario mid-market firms with a clear operating problem, access to useful data, and a leader willing to act on what it shows.