A service-based company running a distant third in market share was seeking innovative methods to generate growth. We developed a new business model and strategy that better aligned the company’s profits with the success of its clients, which was not a current industry paradigm. While it offered a few new services to the industry, it did not in any way alter the production or operation of existing services. Changes focused more on the delivery of and payment methods for the output. Prevention became a core concept in the new model. The newer services were cheaper and designed to reduce the need for the existing services which were costly 'cures' or resolution practices. This story, however, is bittersweet. While the strategy was successfully implemented by members of 2nd tier management, it was only after they left the company. Top-tier management of the engaging company chose not to pursue change and continued to lose market share. While it is an example of success, it is also an example of what is likely our greatest failure, as our principal did not benefit or receive value from our work.