Introduction: Building Structure for Strategic Growth AllCare Health, a small integrated healthcare provider, is dedicated to delivering a total care approach to patients by bringing together a diverse range of healthcare professionals across disciplines. This collaborative culture has been the foundation of the organization’s success, but by 2023, leadership recognized that organic growth had created operational blind spots. There was no central, standardized way to track projects, measure their impact, or ensure the organization was dedicating resources to the highest-value initiatives. Specifically, AllCare lacked three key components that were critical for scaling effectively: 1. Line of sight into all active projects across the organization. 2. A centralized and standardized project intake process to ensure consistency and clarity. 3. A project prioritization framework aligned with business objectives and ROI potential. Without these elements, projects risked operating in silos, competing for resources, and moving forward without a clear connection to strategic goals. Key Deliverables Brewster Consulting Group partnered with AllCare to design and implement a best-practice Project Management Office (PMO) built on industry-standard guidelines. The engagement delivered: A formalized project intake process with full team buy-in, reducing confusion and improving project initiation efficiency. A prioritization framework to help leadership focus efforts on projects with the greatest strategic and financial return. A resource management tracking mechanism , ensuring team members’ time was used for the highest-value activities. A clear, consolidated line of sight into all projects, enabling leadership to monitor progress, reallocate resources, and maintain focus on the most impactful initiatives. PMO Implementation Process The first step in Brewster’s approach was to design a standardized project intake process that would work seamlessly across departments. By leveraging AllCare’s existing committee structure and enhancing it with a formal process map, Brewster ensured that all team members understood each step in the lifecycle of a project, eliminating bottlenecks and miscommunication. One of the client’s biggest operational pain points was tracking resource allocation . Without an effective system, it was difficult to understand where time was being spent or whether the right resources were assigned to the right projects. Brewster recommended an affordable, easy-to-use technology solution that allowed leadership to see team capacity in real time, enabling them to quickly adjust priorities when needed. To ensure the PMO’s long-term success, Brewster didn’t stop at process design. They also assisted with recruiting, hiring, onboarding, and training a dedicated PMO Director; ensuring there was an internal champion to sustain the improvements and drive continuous refinement of the office’s practices. The Impact: Greater Clarity, Better Alignment, and a Scalable Framework With the PMO now fully operational, AllCare Health has achieved a level of organizational clarity and alignment that was previously out of reach. The leadership team now has the ability to see exactly what projects are in motion, assess their value, and make data-driven decisions about where to focus time, energy, and resources. Teams are working more cohesively, with standardized processes ensuring everyone understands priorities, timelines, and success metrics. The PMO has also given AllCare a replicable framework for project oversight, one that can scale as the organization grows, allowing them to take on more ambitious initiatives without losing control over timelines, budgets, or quality. Most importantly, it has aligned project work with business goals , ensuring every initiative is tied to improving patient care, operational efficiency, or financial sustainability. As the Director of Health Information Technology shared: “The timing of this project was excellent. It’s given visibility to the different priorities that are happening throughout the organization, which we didn’t have before. I can’t say enough about Brewster Consulting.” Conclusion: Setting the Stage for Continued Growth The successful implementation of AllCare Health’s PMO was more than just a process improvement, it was the creation of a strategic framework that will serve the organization for years to come. By establishing clear project intake and prioritization processes, improving visibility across initiatives, and equipping the team with both the tools and leadership needed to maintain the PMO, Brewster Consulting Group has set AllCare on a path toward greater efficiency, accountability, and impact. With the right people, processes, and technology in place, AllCare now has the infrastructure to confidently manage growth, adapt to new challenges, and continue delivering exceptional care to its patients, backed by an organization that operates with purpose, alignment, and measurable results.

Introduction: Scaling Operations at a New Facility Comes with Growing Pains When a leading national rental car provider transitioned into the newly opened Los Angeles Consolidated Rent-A-Car (LAX CONRAC) facility, it marked a significant milestone for their West Coast operations. However, moving from a company-run location into a shared, high-traffic environment also brought unforeseen complexity. The vast layout, shared spaces, and overlapping workflows with competitors such as Sixt and Europcar introduced logistical headaches that directly impacted staff efficiency, customer satisfaction, and fleet management. From excessive manual processes to disjointed communication, the company was experiencing delays, costly missteps, and inefficiencies at nearly every touchpoint. They needed to reimagine their operations with a strategy grounded in data, process improvement, and scalable system design. That’s where Brewster Consulting Group stepped in. The Challenge: Complexity, Congestion, and Communication Gaps As the client scaled into the LAX CONRAC facility, several operational breakdowns surfaced: Facility transition hurdles: The scale and shared nature of LAX CONRAC introduced challenges in staff coordination, vehicle staging, and customer wayfinding. Workflow inefficiencies: Outdated, paper-heavy processes and long walking routes led to wasted time and decreased staff productivity. Customer experience breakdowns: Multiple manual checkpoints and outdated queuing systems resulted in long wait times and an inconsistent rental experience. Fleet utilization issues: Misaligned vehicle classification and staging often led to costly free upgrades and suboptimal fleet usage. Shared space friction: Overlapping check-in zones with other providers created congestion and confusion for both staff and customers. Maintenance workflow disruptions: Poor vehicle staging practices, even from competitor operations, occasionally reduced the availability of ready-to-rent cars. Each of these issues compounded to create a system where inefficiency was the norm, not the exception. Our Process: Data-Driven Redesign, Grounded in Six Sigma To drive transformational change, Brewster Consulting Group deployed a team led by a certified Six Sigma Black Belt. The approach was holistic, data-informed, and highly collaborative; designed to streamline operations and optimize both the employee and customer experience. Key actions included: - Site analysis and competitive benchmarking: We conducted an in-depth operational walkthrough and compared the client's practices to high-performing peers, such as Avis. -Workflow mapping and friction point identification: Existing processes were analyzed end-to-end to uncover redundant steps and inefficiencies. -Customer and vehicle flow redesign: Movement paths were reconstructed to minimize unnecessary stops and streamline operations. -Labor model optimization: Role responsibilities were clarified and adjusted to eliminate overlap and better match skillsets to needs. -Digital transformation planning: A roadmap was developed to transition from paper-based to fully digital workflows. -KPI framework design: Custom metrics were introduced to monitor performance in real-time. -Shared space strategy: We advised on space utilization to reduce congestion in areas co-managed with other providers. The Results: Tangible Improvements and a Clear Path to Scalable Growth Brewster Consulting delivered a comprehensive, prioritized solution roadmap with both short-term wins and long-term structural improvements. Key outcomes included: Intelligent vehicle classification system: Cars were now staged by type (SUVs, hybrids, luxury) in clearly defined lanes, reducing turnaround times and minimizing unnecessary customer upgrades. Paperless transformation: The company transitioned to iPads for inspections and digital rental agreements, enabling real-time damage documentation and eliminating paper dependency. Stall-based routing model: A new numbered stall system allowed customers to go straight from check-in to their assigned vehicle, completely bypassing traditional service booths. Role optimization: The workforce was restructured into three clearly defined roles, staging agents, drivers, and service agents, each with streamlined responsibilities, improving accountability and flow. Communication enhancements: Staff were equipped with Motorola walkie-talkies to support real-time coordination across the expansive facility, minimizing delays and miscommunication. The Impact: Faster Turnarounds, Better Experiences, and Operational Clarity The implementation of Brewster’s operational enhancements led to immediate, measurable results for the rental car provider. Customer wait times were significantly reduced, contributing to improved satisfaction scores and a noticeable decrease in service complaints. Behind the scenes, f leet turnaround efficiency improved as idle vehicle inventory dropped, and availability rose, allowing the team to meet demand with greater precision. Real-time visibility and communication tools empowered staff to respond quickly to shifting operational needs, boosting coordination across departments. Labor was more strategically allocated, with team members focused on high-value tasks instead of time-consuming manual work or redundant movements. Perhaps most importantly, the client walked away with a scalable blueprint for success, one that can be replicated across future facility expansions to maintain consistency, performance, and customer satisfaction at scale. Conclusion: Building a Better Rental Experience from the Ground Up With Brewster Consulting’s guidance, the client successfully transformed their LAX CONRAC operations from reactive and fragmented into streamlined and proactive. The engagement proved that even in a complex, shared facility, operational excellence is achievable with the right strategy, tools, and execution. Now armed with greater clarity, real-time insights, and optimized workflows, the company is better positioned to deliver a premium experience for customers, while maximizing efficiency and profitability behind the scenes.