Building a Stronger Company: Our Partnership with EBITDA Growth Systems
At Ripley Machine, we believe long-term manufacturing excellence requires more than equipment investment. It requires disciplined business systems.
That is why we partnered with EBITDA Growth Systems (EGS).
Twice each month, we participate in structured coaching sessions focused on planning, accountability, and measurable execution. Each year, at the EGS Growth 2X Conference, we evaluate our organization using the EGS Client Capability Maturity Model (CM2).
This framework evaluates five core areas of the business:
Marketing
Sales
Finance
Operations
Management
Each area is assessed on a scale from 1 (Ad Hoc) to 5 (Optimized). The purpose is simple: determine whether systems are reactive or defined, informal or managed, dependent on individuals or supported by structure.
Several areas of our business have moved from reactive to defined and managed over the past two years.
That progress did not happen by accident.
Marketing: From Reactive to Intentional
We moved from informal outreach to a defined marketing strategy. We implemented a CRM system, clarified our target work families, and began communicating more consistently about who we are and the type of work we are built to support.
Marketing is no longer something we “try to do when we have time.” It is structured and measured.
Sales: Process and Clarity
We formalized our quoting process and implemented structured follow-up procedures. Our quote turnaround time has improved significantly, and opportunities are now evaluated with a clearer understanding of cost structure, margin, and strategic alignment.
This discipline helps ensure we pursue the right work — not just available work.
Finance: Decisions Driven by Metrics
Financial clarity has been one of the most impactful changes.
We now operate with defined financial metrics that guide decisions. Instead of relying on instinct alone, we review data, monitor trends, and make adjustments intentionally.
This shift has strengthened our financial position and given us the confidence to invest in the future.
Operations: Measured and Managed
Operational maturity has increased through:
Defined operational metrics
Daily Drumbeats
Gemba walks
Daily standard leader work
A structured contract review process
These systems improve accountability, reduce variability, and create consistency across departments.
Management: Structure and Accountability
We clarified our organizational structure, developed formal job descriptions for our management team, and revised key policies and documentation.
Clear expectations create accountability. Accountability drives performance.
Investing with Intention
Our partnership with EGS has directly influenced major strategic decisions — including the addition of our Citizen Swiss machine and our Mitutoyo QV Active Vision inspection system.
These were not impulse purchases. They were decisions made within the context of a defined growth plan.
Before working with EGS, we did not have a clearly articulated five-year growth vision. Today, we do.
We are building Ripley Machine with intention — not just for this year, but for the next decade.
Why This Matters to Our Customers
Many customers will never see a capability maturity assessment.
But they experience the results.
They experience faster responses.
More predictable quoting.
Operational discipline.
Financial stability.
And a partner actively building for the future.
Many machine shops invest in equipment alone. We believe the systems behind the equipment determine whether growth is stable or chaotic.
Our partnership with EBITDA Growth Systems reinforces our commitment to disciplined, sustainable growth.
Because long-term partnerships require long-term thinking.
