Reflections on Our Engagement with Cogent Analytics
Cogent walked into our foyer for a cold call, and in a rare instance, I decided to take the meeting on the spot. The timing was both conspicuous and convenient, as I had been made CEO only a few months earlier. I did not initially view Cogent as a necessity, but I was curious about new ways to evaluate our organization—its costs, structure, and points of exposure—and I was open to exploring multiple paths toward a brighter future. Most importantly, I wanted a clear understanding of any weaknesses within myself or the organization.
They pitched it as “$10,000 to provide an MRI of your organization.” I felt that investing $10,000 would likely yield a strong return from a qualified group scrutinizing us at a fundamental level. My leadership style and vision differed greatly from my predecessor’s, and I had grown frustrated with the pace of change. Our nearly 100-year-old organization had leaders at every level—managers, executives, dispatchers, and our controller—who had risen from entry-level positions. We had great people, but not always the right hard skills for managing a large, fast-growing operation that had expanded from 18 employees with 2 facilities to 100 employees with 6 facilities across the state in just 5 years.
I needed a shake-up—not of people, but of the discipline in our fundamentals: cost, margin, accountability, organizational structure, responsibilities, the general ledger, and management practices. I got it, and I stand by that decision.
What I did not expect was for Cogent to start with me. Looking back, it was the obvious choice. They assembled a team with relevant industry experience, and they were effective. Cogent focused on root causes, beginning with a rebuild of our executive structure—same people, but with clearer expectations and stronger communication systems for high-level issues. Once that foundation was in place, the changes came rapidly: improved cash management systems, employee feedback processes, management systems, cost and margin controls, and meaningful KPI tracking.
As a new CEO aware of our weaknesses but without the luxury of years to resolve them through trial and error, this engagement was exactly what we needed. The process was uncomfortable for my team and for me—but nothing strengthens an organization like a well-timed pressure test. Cogent proved highly adaptive, swapping in team members with specific expertise as different needs arose. I believe in my team, but I also recognized we had a ceiling on certain hard skills. Cogent provided resources to develop those skills and helped us identify and leverage natural talent already within the company.
Tomas and Manuel were our boots on the ground. Tomas ensured our KPI work was focused on the right areas, with an advanced understanding of which data truly mattered and how to interrogate it effectively—avoiding “analysis paralysis.” Manuel brought an unflinching focus on our core purpose: “to generate a return for the owners.” That statement, once taboo in our culture-heavy environment, was a necessary reminder that profitability enables all the traditions and camaraderie we value.
I committed to many of Cogent’s recommendations and resisted others. Early on, some proposals did not align with my vision or business philosophy. A brief vacation after the first week helped me regain perspective: Cogent’s role was to present all viable paths to success, and it was my responsibility to decide which to take. Once I communicated my vision clearly, they adapted quickly.
The decisions made are mine, the changes implemented are mine, and the direction set is mine—Cogent was the instrument. I made sure my team understood that any frustration they felt was ultimately with me, not Cogent. That perspective calmed tensions and kept focus where it belonged. If cultural issues arose, Cogent brought in specialists. If sales needed attention, they brought in a different specialist.
Many of the tools they introduced are corrective in nature and worth integrating over time. I see value in continuing to adapt and refine them over the next 12 months.
I would recommend Cogent Analytics without hesitation.
Sincerely,
Robert Boswell
CEO, Boswell Oil Company
Boswell Oil Company
As we approach 100 years in the petroleum business, Boswell Oil Company in Athens, GA continues to be a family owned company with great employees who are dedicated to client satisfaction. We have more tank wagons in our fleet than our competitors and we offer long term price contracts to our customers. You can count on us to make emergency deliveries as well as small quantity deliveries.
