Patricia leveraged her corporate experience to implement complete culture change at Matrix 4, establishing a more focused vision for the company, a system for accountability, and an empowered and collaborative decision-making process.
When Patricia assumed ownership in 2014, she walked into a company that had tremendous trust with its clients, but was old-school in its attitudes, equipment, and decision-making. To hear Patricia describe it, “I felt like I became Tommy Boy, where it was wood-paneled walls and computers with big backs, no laptops, and we were running Windows NT. There was no technology in the company. So it needed an upgrade to every part of the organization, including the infrastructure, technology, culture, strategy, people, and processes.”
Patricia saw the opportunity for a nimble, progressive manufacturer to meet the needs of all clients, including those who weren’t doing runs of 50 million caps or syringes. She wanted to create a company that could handle the process from ideation to manufacturing at scale, have the same speed-to-market as its larger competitors, remain cost-efficient, and be able to understand clients’ holistic business, whether that client was a new maker or a larger, more established brand.
However, to achieve that market position, Patricia knew she needed buy-in from her team. Her employees needed to understand the vision for the company and help create the strategy for how to get there. In a previous life, Patricia was part of a small team that reported to the CEO, and implemented culture change for Lilly, the pharmaceutical giant. As part of her responsibilities, she brought 100 of Lilly’s global leaders to Shanghai to implement full-scale culture change that included more flexible work hours, changes in office design, new technology across divisions, and 10ten big ideas that were later implemented globally. She used that experience when deciding how to build a new culture for Matrix 4.
“I focused heavily to get everyone engaged and help define what kind of culture we want to create and at the same time define a strategy. What do we stand for? Where do we want to go? What were the needs in the market? And how were we going to remain focused?”
In addition to creating a less- hierarchical and more inclusive and accountable decision-making process, Patricia also brought in the Entrepreneurial Operating System (EOS) management framework and an executive coach. These changes, supported by technology to help implement them, has begun to take have begun to shape in not only an internal culture at Matrix 4, but also a culture that extends to its client interactions — with an impact on the company’s and external reputation as well.
Today, Patricia explains, “my goal has always been to create a company with clients and a team that is sustainable and not growing too fast.” She believes Matrix 4 is on the right track.