What would you do if one of your core product lines was actually losing money - and the problem had been signed off by senior leaders, missed by finance, and hidden in plain sight?

That’s the situation I faced when I stepped into a new role. A factory shift had left labour costs underquoted by 400%, and on one SKU we were giving away 50 cents per unit.

The obvious answer - just raise the price - wasn’t that simple. With a competitor effectively locking the category, advertising spend already committed, and egos on the line, navigating the fix meant solving more than just the numbers.

In this episode of Busting Roadblocks, I share how I:
✅ Uncovered the true issue buried in the COGs
✅ Built the case for a two-step price increase
✅ Took it all the way to the board
✅ Executed the plan without losing market share
✅ And fixed the problem - without exposing the leaders who had made the mistake

This story is a reminder that leadership isn’t just about commercial acumen - it’s about protecting relationships while driving results.

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