A multinational pipeline company was installing a 36-inch pipeline infrastructure across tribal land and wanted to circumvent the use of local tribe services and businesses by bringing in outside vendors for project management and construction. The company felt entitled to set and abide by its own rules. The tribe lacked leadership, corporate or community organization, project management capability, or the capacity for negotiations.

Restructured the organization chart of all divisions. Mentored new managers and educated all managers on continuous improvement. Created bonus incentives to achieve performance goals and improve KPIs quarter over quarter. Renegotiated and upgraded fluid transportation fleet, heavy hauling, and heavy equipment fleet while reducing monthly overhead costs. Redefined the corporate identity and philanthropy. Revised the marketing focus. Negotiated and brokered agreements through numerous delegate assemblies. Secured a contract completely utilizing all tribal companies and services.

Landed a $10 million to $20 million contract ($10 million guaranteed and $10 million contingent on performance) for the tribal group of companies, one of the largest contracts ever awarded to date. The contract delivered three years of utilization and revenue while creating 100 jobs in the community.