Operational Scalability: Pamela Barnhill, Of MSSBTA On How To Set Up Systems, Procedures, And People To Prepare A Business To Scale
…As organizations scale, it’s important to have financial systems and key performance indicators (KPIs) in place to track growth, profitability, and performance. These metrics guide decision-making and ensure the organization remains profitable as it grows. When leading a company through a period of rapid growth, we established a set of financial KPIs, including customer acquisition cost, lifetime value, and operational cost per unit. These metrics helped us make informed decisions, from pricing adjustments to resource allocation, ensuring that growth was sustainable and aligned with our financial goals…
In today’s fast-paced business environment, scalability is not just a buzzword; it’s a necessity. Entrepreneurs often get trapped in the daily grind of running their businesses, neglecting to put in place the systems, procedures, and people needed for sustainable growth. Without this foundation, companies hit bottlenecks, suffer inefficiencies, and face the risk of stalling or failing. This series aims to delve deep into the intricacies of operational scalability. How do you set up a framework that can adapt to growing customer demands? What are the crucial procedures that can streamline business operations? How do you build a team that can take on increasing responsibilities while maintaining a high standard of performance?
In this interview series, we are talking to CEOs, Founders, Operations Managers Consultants, Academics, Tech leaders & HR professionals, who share lessons from their experience about “How To Set Up Systems, Procedures, And People To Prepare A Business To Scale”. As part of this series, we had the pleasure of interviewing Pamela Barnhill. Pamela is passionate about helping others with 25 years of experience in Fortune 500, mid-size, and start-up companies with P&L responsibility, particularly operations.
With an eye toward culture, Pamela is known for:
-Clarifying and communicating business strategy, value and metrics.
-Unleashing company innovation, business process optimization and integrating the right technologies at the right times.
-Transforming direct reports into high-functioning teams based on deep trust.
Pamela enjoys creating, building and running companies while exceeding goals and expectations within portfolio companies in the Wellness (CPG and services for people and animals), Hospitality (real estate, management and ecommerce), Consulting and Technology industries (IT, infomedia and AI).
She is problem solver with a proven track record delivering solutions for companies and brands such as Motorola, ON Semiconductor, PRTM Consulting, Philips and Lucent. Industries include: Real Estate, Consumer Products, Hospitality, Healthcare, Technology, and Consulting. Recognized for relationship building, problem-solving, project management, and strategic planning skills. Key skill in creating linkages and partnerships for the mutual benefit of all. Dual degree from the University of Arizona and an MBA in Operations and Technology from Carnegie Mellon’s Tepper School of Business.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
One of the funniest things that happened to me very early on was while working on a repetitive task that allowed me to copy/paste certain features. I had missed a field that should have been customized. Thankfully the recipient was very kind and understanding but this very quickly could have gone the other way. It really made me realize the need to keep a folder of standard answers written without any customization so they could easily be applied while not running the risk of using “boilerplate” documents. It also forces me to pay attention even to the most minute details.
What do you think makes your company stand out? Can you share a story?
MSS Business Transformation Advisory (MSSBTA) has a proven track record of guiding organizations through complex transformations. One notable example is their collaboration with a client to upgrade from a 30-year-old IBM AS400 system to a scalable, cloud-based technology suite. This modernization effort not only enhanced the client’s operational efficiency but also positioned them for future growth and adaptability.
In another instance, MSSBTA partnered with a large state-level client on a multi-million dollar, multi-year digital modernization project. Using clear communication, process mapping, and strong change management practices, MSSBTA kept all stakeholders informed, addressed challenges, facilitated buy-in, and ensured a smooth transition for both executives and end-users. The client acknowledged MSSBTA as a game-changer in this endeavor.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
There is a lot more than 3 character traits that have lead to my success but 3 notable ones are:
Strategic Visionary: I excel at clarifying and communicating business strategies, values, and metrics, enabling organizations to align their operations with overarching goals.
Innovative Problem Solver: I have a proven track record of delivering solutions for companies and brands such as Motorola, ON Semiconductor, PRTM Consulting, Philips, and Lucent, demonstrating her ability to address complex challenges across various industries.
Team Builder: I am known for understanding and communicating the organizational vision but putting goals into smaller pieces and transforming direct reports into high-functioning teams based on deep trust, communication, and measurable key performance indicators (KPIs), fostering a collaborative and productive work environment.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
During my time leading a mid-size company, we faced a critical choice: either invest in launching an ambitious new product line or focus on optimizing our existing processes, retraining staff, and upgrading supporting technology. Both options had clear benefits — the product line offered growth potential, while process improvements promised sustained efficiency and profitability.
After careful analysis and extensive discussions with my team, we chose to prioritize process optimization. The decision was rooted in the understanding that building a stronger operational foundation would not only enhance current performance but also position us for future innovations with greater scalability and resilience.
We began by conducting a thorough review of workflows, identifying inefficiencies, and implementing streamlined processes. Simultaneously, we invested in retraining employees to empower them with updated skills, ensuring they could maximize the benefits of the new workflows. Lastly, we upgraded key technology systems, focusing on tools that enhanced collaboration, data accuracy, and decision-making speed.
This decision wasn’t without challenges since redirecting funds from the product line required significant stakeholder alignment, and some team members initially questioned the shift in focus. However, through consistent communication, I explained the long-term value of these improvements and the role they played in ensuring the organization’s stability and growth.
The results were transformative. Operational costs decreased, employee engagement increased, and customer satisfaction improved thanks to faster and more reliable metrics. By focusing inward first, the company built a solid platform that later allowed us to pursue new product opportunities with confidence and efficiency.
This experience taught me the importance of investing in people, processes, and technology as a foundation for sustainable growth. It reinforced the idea that true innovation often begins with optimizing what’s already in place.
Thank you for all that. Let’s now turn to the main focus of our discussion about Operational Scalability. In order to make sure that we are all on the same page, let’s begin with a simple definition. What does Operational Scalability mean to you?
Operational scalability is not just about managing growth; it’s about positioning an organization to sustainably grow under change while staying true to its goals, values, and mission. It means the organization grows efficiently and sustainably without compromising quality, revenue, profit, employee engagement or customer satisfaction. It’s about having systems, processes, and resources in place that can handle increased demand or workload without requiring disproportionate increases in cost or complexity.
Which types of business can most benefit from investing in Operational Scalability?
All organizations, for-profit, private sector, public companies, public sector, and non-profit, can benefit from investing in operational scalability.
Why is it so important for a business to invest time, energy, and resources into Operational Scalability?
Investing in operational scalability is essential for an organization because it lays the foundation for sustainable growth, adaptability, and long-term success. In particular, it enables sustainable growth, improves cost efficiency, scales operations, enhance customer experience, supports innovation, reduces risk, maximizes return-on-investment (ROI), and attracts investment & talent.
In contrast, what happens to a business that does not invest time, energy, and resources into Operational Scalability?
Organizations that do not invest in operational scalability likely experience growing pains, higher costs, missed opportunities, increased risk of failure, employee burnout, difficulty attracting investors and talent, and either stay constant or decline.
Can you please share a story from your experience about how a business grew dramatically when they worked on their Operational Scalability?
As a leader in the hospitality industry, I encountered a critical challenge during a surge in bookings following successful complex technology implementation. While the increased demand was promising, it exposed significant opportunities in our property management system, the team, and revenue management software.
To address these issues, I spearheaded a strategy to enhance operational scalability. First, we mapped and optimized workflows, improved organizational technology integrations and automated repetitive tasks to boost efficiency. Next, we invested in a robust property management system capable of handling higher volumes with better revenue management and improved data accuracy. Finally, we implemented training programs to equip our staff with the skills to adapt to new technologies and processes, fostering resilience and confidence across the team.
The results were transformative. Guest satisfaction, employee engagement and profits improved significantly and positioned the company with sustainable success.
This experience underscored the value of investing in operational scalability. By proactively enhancing systems, processes, and team capabilities, we turned a short-term challenge into a long-term advantage, reinforcing our commitment to growth and excellence.
Here is the primary question of our discussion. Based on your experience and success, what are the “Five Most Important Things A Business Leader Should Do To Set Up Systems, Procedures, And People To Prepare A Business To Scale”? If you can, please share a story or an example for each.
1 . Streamline and Optimize Key Business Processes
To scale effectively, organizations need to eliminate inefficiencies. This involves identifying bottlenecks, redundant tasks, and areas where automation can improve productivity.
At a previous company, we identified that our order fulfillment process was slow and error-prone. By implementing an upgraded warehouse management system and automating key inventory functions, we reduced errors and processing time, allowing us to scale our operations to meet rising demand without compromising on quality or customer satisfaction.
2 . Invest in Scalable Technology
Investing in flexible, scalable technology infrastructure is crucial for organizational growth. This means selecting tools and systems that can grow with the business, whether it’s an enterprise resource planning (ERP) system or cloud-based solutions that enable seamless data management.
When I led a company through a digital transformation, we upgraded our property management system to one that could handle larger volumes of data and bookings. This ensured that as bookings increased, we didn’t face delays or system failures, laying a solid foundation for expansion.
3 . Focus on Building a High-Performing, Agile Team
A scalable organization relies on its people. It’s crucial to recruit, train, and retain a talented workforce that can adapt to changing needs. This involves investing in employee development, leadership training, and fostering a culture of collaboration and trust.
During a company growth phase, I prioritized training and upskilling our employees to ensure they were capable of handling more complex tasks. We implemented mentorship programs and personal goal setting that enabled our staff to develop additional skills that matched their long-term goals. This investment in people not only prepared us for growth but also increased employee retention and morale.
4 . Create Clear, Scalable Communication Systems
Effective communication is essential, especially as organizations grow. Leaders need to establish clear channels for communication with transparent metrics to ensure that key information flows smoothly across all levels, and invest in systems that facilitate collaboration.
At one point, our team was expanding rapidly, and communication became fragmented. To address this, I implemented a cloud-based project management tool that allowed real-time updates, task tracking, and improved cross-team communication. This system ensured everyone remained aligned, regardless of location, and it helped us manage increasing workloads effectively.
5 . Establish Scalable Financial and Performance Metrics
As organizations scale, it’s important to have financial systems and key performance indicators (KPIs) in place to track growth, profitability, and performance. These metrics guide decision-making and ensure the organization remains profitable as it grows.
When leading a company through a period of rapid growth, we established a set of financial KPIs, including customer acquisition cost, lifetime value, and operational cost per unit. These metrics helped us make informed decisions, from pricing adjustments to resource allocation, ensuring that growth was sustainable and aligned with our financial goals.
What are some common misconceptions businesses have about scaling? Can you please explain?
Many organizations mistakenly believe scaling is simply about growing quickly, adding more people, or increasing revenue without addressing the necessary infrastructure, processes, or business model adjustments. Successful scaling requires optimizing systems, investing in scalable technology, and adapting the business model to balance both growth and operational efficiency, with a focus on long-term sustainability rather than just short-term gains. Additionally, scaling often involves organization-wide strategic planning to define risks, roles and responsibilities with regular governance.
How do you keep your team motivated during periods of rapid growth or change?
To keep my team motivated during periods of rapid growth or change, I make sure to communicate a clear vision and purpose with data, helping them understand how their work contributes to the bigger picture. I recognize both small and large successes, provide the necessary resources and training, and encourage open communication where feedback is welcomed. I empower my team with ownership, lead by example with resilience and optimism, and maintain transparency to ensure they feel supported and motivated throughout the process.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“Success is not the key to happiness. Happiness is the key to success.” — Albert Schweitzer
This quote has been particularly relevant in my life because it emphasizes the importance of mindset and well-being over external achievements. Early in my career, I focused heavily on hitting milestones and targets, believing success would bring fulfillment. However, I realized that when I found joy in the process, built strong relationships, and focused on creating a positive impact, success naturally followed. This shift in perspective not only made me more resilient during challenging times but also allowed me to better support myself, my team and foster a culture of growth and satisfaction, which ultimately contributed to the long-term success of the organizations I led.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
If I could start a movement, it would focus on empowering people to continuously learn, adapt, and innovate in order to create positive, lasting change in their families and communities.
The movement would be centered around the belief that we all have the potential to solve problems and improve our surroundings by adopting a growth mindset, embracing diversity of thought, and prioritizing collaboration. By fostering environments that encourage lifelong learning, adaptability, and collective innovation, we could unlock the potential of individuals and teams to tackle some of the world’s biggest challenges — whether that’s in access to cost-effective health and wellness, education, sustainability, or technology.
This movement would focus on providing accessible resources for people to develop new skills, think critically about the world, and take action to drive progress. By nurturing a culture of growth and continuous improvement, we would empower individuals to not only improve their own lives but also make meaningful contributions to their communities and the world at large. The ripple effect of such a movement could lead to transformative change on a global scale, sparking innovation, problem-solving, and collaboration.
How can our readers further follow your work online?
Pamela Barnhill on LinkedIn
Thank you so much for sharing these important insights. We wish you continued success and good health!
Operational Scalability: Pamela Barnhill, Of MSSBTA On How To Set Up Systems, Procedures, And… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.