Fourth-generation, family-owned jeweler with more than 150 years in business.
Continued growth brought new opportunities to strengthen leadership capacity, formalize responsibilities, and develop more sophisticated financial planning processes to support the company's next stage.
Crews & co. helped Springer’s evolve its leadership structure, strengthen accountability, and enhance financial planning capabilities through the Growth Method and fractional finance support.
For more than 150 years, Springer’s Jewelers has built its business around lasting relationships, trusted expertise, and four generations of family leadership.
Under CEO Lilly Mullen, Springer’s reached a new level of scale. With that success came greater organizational complexity and an opportunity to evolve the leadership and financial infrastructure supporting the business.
As the company continued to grow, Springer’s recognized the value of creating clearer leadership responsibilities, empowering its management team, and strengthening financial planning to support future investments and opportunities.
Springer’s had already built a successful and growing business. The next step was putting the structure in place to support continued growth.
Springer’s continued success created new demands across the business.
As the company expanded, there was an opportunity to further define leadership responsibilities and empower team members to take greater ownership of their areas. This would also allow Lilly to dedicate more time to the brand, strategic relationships, and future growth opportunities.
At the same time, the company's increasing scale called for more sophisticated financial reporting, cash-flow forecasting, and planning capabilities to support strategic decision-making.
Together, these priorities represented a natural next step in Springer’s evolution: building the leadership and financial infrastructure needed to sustain its momentum and support future growth.
Crews & co. worked with Springer’s to refine its leadership structure and support the company's continued growth.A Role Map helped further define key responsibilities, strengthen accountability, and identify opportunities to expand leadership capacity.
That work ultimately contributed to the hiring of Ian Hutchinson, who joined Springer’s as chief revenue officer and was later promoted to chief operating officer.
With clearer responsibilities and decision-making authority, leaders were empowered to take greater ownership of their areas, creating more capacity for Lilly to focus on high-impact strategic priorities.
The result was a stronger management team and a leadership structure designed to support the company's next stage of growth.
As Springer’s continued to scale, the company also saw an opportunity to enhance its financial planning and reporting capabilities.
Crews & co. expanded the engagement to include fractional finance leadership, helping Springer’s strengthen reporting, cash-flow forecasting, and financial planning processes to support its growing operations.
The company also established a Money Team and began building a finance structure that combined senior strategic expertise with internal support.
These enhancements provided leadership with a stronger framework for evaluating inventory, investments, and future growth opportunities with confidence.
With a stronger leadership structure and enhanced financial capabilities, Springer’s gained greater capacity to focus on strategic priorities and future opportunities.
Lilly estimates that approximately 90 to 95% of her time now falls within the Love and Like areas of her Zone of Genius, allowing her to spend more time on the Springer’s brand, strategic relationships, and the future of the company.
That increased capacity also supported progress on important growth initiatives, including identifying a new location for the business.
During the engagement, Springer’s achieved double-digit revenue growth from fiscal year 2025 to fiscal year 2026.
Building on more than 150 years of success, Springer’s strengthened the leadership and financial infrastructure behind its business, creating a foundation to support continued growth and pursue what comes next.