Agribusiness Transforms Culture to Exceed Fiscal Goals
The Challenge
An agribusiness manufacturing facility was facing persistent leadership and communication challenges. The company’s decision-making often resided with a small group of individuals, reinforcing departmental silos and limiting collaboration across teams. This structure left many employees disengaged and slowed the flow of information between operations, maintenance, and support functions. As a result, problem-solving was frequently reactive instead of strategic, and opportunities to innovate or prevent issues were missed. The lack of shared accountability also made it difficult to align around company-wide goals, hampering momentum and long-term performance.
About the Client
A global agribusiness network with a major manufacturing facility in Wyoming produces phosphate fertilizers, phosphoric acid, and ammonia. It operates 24/7 with integrated, energy-efficient systems that generate electricity from sulfur combustion. As a provider of key crop nutrients to growers across North America and beyond, this facility plays a critical role in supporting sustainable agriculture.
Results Snapshot
DB&A Delivered
- Granulation: 115.3% of goal
- Phosphoric Acid: 106.7% of goal
- SPA: 103.1% of goal
- Ammonia: 102.3% of goal
- Sulfuric Acid: 101.3% of goal
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