.png&w=1080&q=75)
TK Elevator operates across a global network of businesses and geographies, making consistency in transformation governance critical to delivering a large-scale EBITDA improvement program.
The organization set out to establish a structured approach to managing the transformation, measuring financial performance, and ensuring initiatives translated into measurable EBITDA outcomes across 35 geographies.
The scale and geographic complexity of the program created significant reporting and governance challenges.
- Roughly a quarter of program effort went into reporting, reconciling data across disconnected systems.
- Governance varied by region — no standardized stage gates, risk management, or approval processes.
- Initiatives could be tracked, but proving their contribution to EBITDA was difficult.
- One governance model across 35 geographies — standardized stage gates, risks, milestones, and approvals.
- Reporting built in, so teams could focus on execution instead of reconciliation.
- Initiatives connected to P&L, making EBITDA impact provable.
TK Elevator implemented Conductor as its strategy execution platform to establish a common governance model across the transformation.
For TKE, Conductor has been a huge value add because of its intuitive user experience and high level of customization enabled by close collaboration with their team. Additionally, its powerful reporting and financial aggregation capabilities are perfectly tailored to our transformation needs.
By standardizing governance and connecting execution to financial outcomes — with real-time visibility for PE sponsors — TK Elevator delivered at scale:
A strategic transformation only creates lasting value when its progress and financial impact can be measured and governed consistently.
By standardizing execution across 35 geographies and connecting strategic initiatives to P&L outcomes, TK Elevator established a repeatable model for managing and measuring EBITDA improvement at scale.
.png&w=3840&q=75)
.png&w=3840&q=75)