Overview
Performance Safety Group, Inc. is a privately owned US manufacturer and distributor of personal protective equipment. They serve government, military, healthcare, and education, where reliability, compliance, and speed to fulfill are not back office concerns. They affect mission readiness and safety.
As the company scaled, more of its work became projectized across Operations, Supply Chain, Sales, and Technology. That is a good problem to have. It is also the point where the old way of tracking work stops holding.
Leadership did not have a consistent, trusted view of progress, risks, and ownership across a portfolio of 25 to 35 active initiatives. Reporting was fragmented across teams and often inconsistent. New work was layered on top of existing commitments without a clear read on capacity or priority. What followed was delivery delays, misaligned teams, and slower decisions at exactly the moment the business needed to move.
Key Outcomes
The 30 day set up produced measurable change in the first operating period:
- 100% portfolio coverage in one source of truth
- 100% clear ownership and next step visibility per project
- 100% demand and capacity visibility
- 2 business day reduction in decision turnaround
- An estimated 3 to 5 reporting hours returned per project each week
“OptiGold PMO’s lightweight framework clarified our project management, strengthened teamwork across departments and enabled agile growth.”
Chris Sanders, CEO, Performance Safety Group, Inc.
Service Approach
The work started with a portfolio review and health check, not a proposal. OptiGold PMO built a stakeholder map to identify the groups the PMO would actually serve, interviewed leadership and project teams, and reviewed existing artifacts against six areas: stakeholder needs, portfolio visibility, governance, role clarity, PM practices, and value and benefit tracking.
What came back grouped into six themes. Leadership was engaged and the governance forums already existed, which is a better starting position than most companies have. The problem was that the information moving through those forums was not decision ready. So the meetings produced questions instead of answers.
From there OptiGold PMO ranked 15 recommendations by impact, decision speed, delivery predictability, and feasibility, then sequenced them into a 30, 60, and 90 day roadmap. Performance Safety Group chose to run phase 1 right away.
Phase 1 was a 30 day rapid set up. Four things went live: a single portfolio source of truth with common definitions, a governance cadence built for decisions and action closure, RAID and decision logs with clear ownership, and an initial demand and capacity view to make tradeoffs visible.
Worth saying plainly, because it is the part people assume: this was not a tool implementation. Performance Safety Group was running on spreadsheets, MS Office, and MS Project with no PPM platform, and that is what the work was built on. Lean staff, existing tools, adoption over complexity every time. The constraint was never the software.
By the end of the first operating period, portfolio updates were arriving accurately and on time, decisions were logged with an owner, a due date, and an escalation path, risks were surfacing early enough to act on, and governance meetings were ending with clear next steps.
Published with the permission of Performance Safety Group, Inc. Results reflect the initial operating period. Outcomes vary by scope, stakeholder availability, and decision speed. Client references are available to prospective clients on request.
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