Executagility® Case Study: Building Scalable Field Operations in a Rapid-Growth Infrastructure Services Company

Introduction 

A Florida-based infrastructure services company specializing in trenchless pipeline inspection, cleaning, and rehabilitation has grown steadily since its founding in 2017. With over 100 employees performing field work across Central and Northern Florida, the company has earned a reputation for high-quality execution on municipal, commercial, and industrial projects.

As the organization prepared to scale further—tripling top-line growth, launching new branch locations, and implementing a construction-specific ERP —leadership identified the need to document its core operations to support consistent, scalable service delivery.

To do this effectively, they partnered with AJC® to lead the documentation and standardization of their Operations SOPs, develop a role-based training foundation, and prepare visual and written materials for field and office team members—all built using AJC’s Executagility Model®.

The Problem

The company's growth had outpaced its internal systems. Core field operations—while effective—were primarily shared through follow-along training and verbal instructions. This created challenges in:

• Training new hires consistently across locations

• Scaling complex operational knowledge (like plug installations or vacuum flushing)

• Aligning expectations for promotions and labor-grade transitions

• Preparing for digital project tracking and SOP access within a new ERP environment

The leadership team had a clear understanding of the workflows that made the field teams successful, but those workflows lived in people’s heads—not in standardized, shareable, or updatable documentation.

Figuring Out the Solution 

AJC’s approach centered on turning the company’s field expertise into scalable, visual, and easy-to-use process materials—without slowing down the day-to-day work of Operations.

We worked closely with internal leaders and field SMEs to prioritize the 13 most critical processes, as defined by the Operations Director and his team. These ranged from vehicle setup and camera equipment care to grout truck maintenance, lateral inspections, and field-level quality control.

What We Did:

• Facilitated prioritization sessions with operations leadership

• Identified subject matter experts and process sponsors for each SOP

• Documented tasks using a combination of live shadowing, photos, video, and virtual reviews

• Created visual one-pagers, written procedures, and training materials for use in onboarding and cross-training

• Established a clear link between each SOP and the labor-grade training matrix already in use

This approach allowed the organization to move quickly while maintaining alignment between field crews, operations managers, and training expectations.

Goals 

Goal 1: Document Core Field Processes Across Vehicles, Equipment, and Installations

Working with field techs and leaders, we captured hands-on SOPs for trucks, tools, repair methods, and inspection processes. These included lateral camera scoping, grout and plug installation, vac truck maintenance, and pipe repair setup—all tailored to how crews actually execute work in the field.

Goal 2: Translate Informal Training into a Structured Role-Based Framework

We built out a role-based structure tied to labor grades, so training expectations were clearly mapped to each job title—whether new hires, CDL drivers, or supervisors. The training framework used existing task and equipment familiarity while introducing clear indicators for promotion readiness and job transitions.

Goal 3: Prepare Visual and Written Training Materials for Onboarding and Cross-Training

In addition to SOPs, AJC worked with the client’s team to prepare collateral that could be reused across locations for training and new hire orientation. These included photo-based checklists, job-site task sheets, and editable PowerPoint templates aligned to day-to-day field tasks.

Goal 4: Enable Immediate Use and Future Adaptability

The final documentation package was designed for ease-of-use by frontline supervisors and new team members. Each SOP could be updated internally as tools, processes, or vendors changed. This flexibility means the content remains relevant—even as the organization continues to grow or integrates additional systems.

Conclusion 

By pairing deep field knowledge with structured documentation and process design, AJC helped this infrastructure services company translate its operational excellence into repeatable, scalable systems. Using the Executagility Model®, we empowered their team to keep doing what they do best—while creating tools to support training, onboarding, and branch expansion for years to come.

The engagement laid a clear foundation for future growth by turning people-based knowledge into an asset the entire organization can use.

What was once verbal tradition is now accessible, trainable, and ready for scale.