I can honestly say that the time and money we put into our organizational operating model was the best investment we've ever made.

PDC implemented a comprehensive, novel organizational transformation based on two "Pillars": every group is an entrepreneurial business within a business, and everyone is empowered with authorities to match their accountabilities. In the process, we employed a leading-edge science of organizational design.

We now have a fully integrated organizational structure. All our specialists are centralized in shared services, achieving a high level of expertise that supports every brand and country. We operate as one company engaged in multiple businesses, geographies, and sales channels, achieving the maximum in synergies without loss of focus on, or accountability for, any of those dimensions.

This model is scalable, allowing us to expand seamlessly into new markets and product lines. It's agile, allowing us to reconfigure our capabilities quickly in response to ever-changing, multi-faceted business strategies. It's innovative, not because of an "innovation" group but because everybody pursues innovation within their respective domains. And we're able to harvest all the benefits of acquisitions through full integration in a matter of months.

On top of that, we've fostered a culture where accountability, empowerment, and entrepreneurship thrive at every level of leadership. We have become an "employer of choice" engendering tremendous staff engagement and loyalty.

As a result, we've achieved more than 30% growth in EBITDA consistently for the past 15 years.

This book tells our story and explains how we achieved this.

Available in hard-cover, paperback and Kindle on Amazon, 155 pages.

Also available in Spanish.

Table of Contents....

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Introduction (company overview)....

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What people have said about the book:

A truly amazing story! Sergio is an amazing guy to envision this transformation process and stick to it in the face of existential business pressures. It was a heroic effort and sets an example for any business owner who is struggling for survival, or challenged by how to scale an already successful business.

This book reads like a real-life fairy tale. Sergio took PDC from the brink of failure to now, a nearly half-billion dollar, high-growth company. And PDC has in place the right structure, people, and processes (such as self-healing feedback loops -- not just failing fast, but failing and learning fast, to continue to grow globally, indefinitely.

With my decades of successes as a senior executive in corporations, non-profits, and academia, it takes a lot to impress me. This book inspired me!

  — Harvey Koeppel, founder, Center for CIO Leadership; former CIO, Citicorp

This is my third time through this book. I've read and studied all of Dean Meyer's materials, so when Dean told me Sergio had a book showcasing his experience building a business-within-a-business organization, I was eager to read it. I was fortunate to get access to pre-release versions, and each pass reveals something new.

What Sergio and his team pulled off at PDC is rare. Not because turnarounds are rare, but because most turnarounds centralize control. Sergio went the other direction. He pushed accountability and empowerment down into the organization while integrating acquisitions and uniting multiple businesses under a coherent structure.

Seeing Dean's organizational science applied at this scale, across different business lines and geographies, is something I haven't found documented anywhere else. This isn't theory. It's a real company, with real stakes, navigating real complexity.

Inspiring read. Pick it up. Study it. Apply it.

  — Darren Crawford, serial entrepreneur

This book offers a powerful case study on organizational transformation built around accountability, empowerment, and entrepreneurship. By treating each business unit as a business within a business and aligning authority with responsibility, PDC created a scalable, agile organization capable of rapid growth and innovation.

The real highlight is the results: more than 30% EBITDA growth annually for 15 years. The book provides valuable insights into organizational design, leadership, culture, and acquisition integration, making it a worthwhile read for executives and business owners seeking sustainable growth.

  — Dave Shepherd, serial entrepreneur

Sergio, your 15 year business journey is outstanding! Thanks for writing the book!

After reading Every Manager an Entrepreneur, I am even more convinced that the Business Within A Business model is not just a clever management idea. It is a serious way to build ownership into the daily operating rhythm of a company.

I highly recommend this book for business owners, managers, and leadership teams who want people to truly own results.

  — Joanna Budelman, Co-founder, Chillibreeze Solutions Pvt. Ltd.

Sergio Paiz makes a compelling case that if you want employees to think like entrepreneurs, you have to organize your company differently. This isn't another book about motivation or culture. It's about designing a business so that every manager is responsible for delivering results to customers--often customers inside the company -- not simply managing people or completing tasks.

What I especially appreciated is that the book isn't theoretical. Paiz describes how he transformed his own company using these ideas, creating shared services, empowering managers to run "businesses within the business," and building an organization that became more innovative, more scalable, and better at integrating acquisitions.

I don't know that every business could adopt his model exactly as described, but it certainly challenged the way I think about organizational structure and employee engagement. If you've ever wondered why employee ownership, open-book management, or other engagement initiatives sometimes fall short, this book offers an intriguing answer: they don't change the fundamental design of the organization. Whether or not you agree with every conclusion, it's well worth reading if you're serious about building a company that can thrive without depending on the founder.

  — Loren Feldman, podcast host, 21 Hats; former senior editor, Forbes; small business editor, NY TImes; editor, Inc.

This very well written and organized book drives home the importance of organizational design (a blind spot for many founder/CEOs), and provides a step-by-step outline of the process to successfully implement a high-performing organization.

  — Charlie Shalvoy, retired CEO, Nitronex

If you are interested in organizational design, I recommend this book. It chronicles an amazing story of the rebirth of a family business on the verge of collapse through organizational transformation.

I loved the first-person story that CEO Sergio Paiz tells. The narrative is captivating and inspiring, taking you through the journey from the mess he inherited, to what he did (in detail), why he did it, and the outcomes and benefits; and the benefits (and business results) are impressive.

This is a great case study with lots of lessons and provocative thinking.

  — Dr. Paul D. Tolchinsky, founder and former chair, European Organisational Design Forum

I spent much of my career leading data organizations and, later, consulting organizations. Over the years, I repeatedly encountered many of the same organizational problems: tension between groups, high expectations for innovation without corresponding funding, lack of teamwork, important work falling through the cracks, multiple groups doing the same work, and persistent misalignment between IT and the business.

Every Manager an Entrepreneur gave me a framework for thinking about many of those problems differently.

Internal organizations need to understand who their customers are, what value they provide, what services they are responsible for, and how success will be measured. Just as importantly, managers need both the authority and the accountability to operate their part of the organization effectively.

Reading the book, I repeatedly found myself thinking, "This would have helped."

I would recommend Every Manager an Entrepreneur to CIOs, data and technology leaders, and executives responsible for large internal organizations.

  — Mark Schultze, COO (retired), Performance G2, Inc.

If you've ever struggled to explain why ITFM (IT financial management) matters, this book makes the case better than any consultant deck ever will.

Dean Meyer's "business within a business" model is, at its core, what ITFM practitioners are trying to build: IT teams operating as internal businesses -- with real customers, defined services, transparent costs, and genuine accountability for outcomes. The book brings this to life through a case study published by Sergio Paiz, CEO of PDC, whose transformation journey illustrates how shifting from a cost-center mindset to an internal market model changes everything: how people think and act (the "owner mentality"), how teams form, and how products get to market.

What makes it stick is the storytelling. Paiz doesn't just prescribe structure -- he shows you what it looks like when empowerment and internal entrepreneurship are actually working together.

This case study is as relevant to IT organizations as it is to enterprises. For anyone doing ITFM work -- focused on effective cost and value management -- this book reframes the *why* behind the numbers. Highly recommended.

  — Jim McGittigan, Gartner (retired)

From the Board's point of view, the PDC transformation was a vital gamble at a time of very high uncertainty. We worried that the organization was close to the brink, and wondered whether it would survive the requisite changes. Sergio believed that investing in organizational structure would provide the foundation for rebuilding a stronger and more resilient organization. The transformation gamble has generated remarkable shareholder value, and has positioned our company for continued growth.

  — Salvador Paiz, Chairman of the Board, PDC

The inspiring transformation of Grupo PDC resonates with everyone who feels part of this wonderful project.

For LA SIRENA, Guatemala represents an example of working with a committed distributor. In the past 10 years, we have doubled sales, strengthened our leadership in the Sardines category, and achieved leadership in the Tuna category.

We hope to continue replicating this same success story, from Guatemala to El Salvador, and soon in Peru. We remain committed to growing with Grupo PDC. I can only thank you for all the dedication in becoming the best distributor in Latin America!

  — Lorena Ruiz, Sales and Marketing Director LATAM, Otis McAllister

From my side, there is nothing left but to congratulate you for modernizing, formalizing, and professionalizing the entire PDC team. Thanks to this and a clear strategic vision, you have achieved an extremely solid CAGR [compound annual growth rate], consolidating yourselves as a strategic business partner for Unisuper.

I have no doubt that the future will continue to show the fruits of this great work.

  — Francisco Mugica, CEO, Unisuper

Bam Guatemala, an affiliate of Bancolombia, partnered with PDC as a lead structuring agent of a unique acquisition funding facility to fuel its growth, largely because of PDC's commitment to integrity and an unparalleled reputation for operational excellence.

  — Federico Bolaños, General Manager, Bam Guatemala

Meeting Sergio Paiz at a Great Game of Business conference was an important step in 1st Pet Veterinary Center's growth. Sergio shared the story of the success that he had with Dean Meyer's principles of organizational structure. He has built an impressive people-first business.

We had been an ESOP for just over a year, and had successfully played the Great Game for two years before that. His example opened my eyes to what more is possible, and what more we needed to do.

We followed the same path. Like Sergio, we threw our old organization chart out the window and created a brand-new organization based on Meyer's principles.

This journey has provided us with clarity, and it has given true ownership of their internal lines of business to our leaders. Through this process, we are driving the entrepreneurial spirit down to each of our team members who care directly for our pet patients and our clients. This has taken pressure off of me, as our leaders are now empowered and aligned with their accountabilities. It has been an exciting process that gives me much hope for our future.

I love Sergio's book because it shows how great things can happen when correct principles are followed. I recommend it to any CEO who is interested in developing an organization that just works.

  — Dr. Randy Spencer, CEO, 1st Pet Veterinary Center (a multi-hospital pet health care system)

This book brought to life the concept of a business-within-a-business organization. Seeing how it played out across teams, regions, product lines, support functions, and acquisitions gave me a clear sense of how it drives accountability and scale, especially in more complex organizations.

One thing that really struck me was how internal customer-supplier relationships can shift the way teams see themselves – not just as departments fulfilling tasks, but as service providers with clear deliverables and ownership. That felt especially relevant to our own organization, even in a public-sector context.

I'd add that i t was an enjoyable read. Sergio's openness about the chaos he stepped into, and the toll it took on him personally, made the transformation feel real and grounded – not just another polished success story. It's a great case study. It definitely sparked many insights and opportunities for me.

  — Berke Attila, Director, Baltimore City Department of General Services (Energy, Facilities, Fleet, Finance, HR, and Performance Management)

I just finished my second reading of this book. What a story of transformation! Really inspiring!

Some of the feelings Sergio talked about when becoming CEO were the feelings I had when first taking on my job. Although PDC is a company and we are an IT department, and we're tiny compared to them, many of the problems he discussed were similar to those I inherited. And the same organizational principles apply.

We are following a similar path, applying Meyer's business-within-a-business approach. And we, too, are seeing remarkable results. I will probably read this book a few more times, picking up additional nuances each time I do. Great work, Sergio!

  — Lee Gerney, CIO, Yolo County, California

Throughout my career, I experienced several massive restructuring processes where the fundamental principles of organizational design were ignored. The consequences were devastating, both for the company and its employees. They resulted in talent desertion, and destroyed the culture.

Being part of this transformational process from the beginning has been one of the best experiences in my career. This framework has given us a scientific way to build a world-class organization of empowered and committed entrepreneurs.

  — Carlos Alberto Penagos Serovic, Brand Management Lead, PDC

Before joining PDC, I worked in a matrix structure with two or more bosses, each of whom defined their priorities and focuses (normally not aligned with each other). It was hard on me, and ultimately it didn't work.

At PDC, we are empowered; and priorities are clear (generally set by our internal customers). It's a high-performing organization, and a really great place to work!

  — Pedro Luis Marroquin, Engineering Lead

My 5 years working at PDC made a real difference in my professional and personal career. Having worked in two companies since then, I can tell you that PDC is light-years ahead. I'm succeeding in these other companies using what I learned at PDC.

I can also tell you that PDC is special in its human quality – a focus on the well-being of people. That generates real commitment.

PDC is a benchmark in the industry, and is making a difference to so many people. A lot of companies can learn from you. I'm proud to have been a part of PDC, and hope someday (if the opportunity arises) to be able to contribute what I've learned outside back to my PDC family.

  — Luisa García Urzúa, former employee

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