Case STudy:
Glenkirk
Rebuilding from the Foundation Up: A Shared Operational Backbone in Practice
The Challenge:
In 2009, Glenkirk faced financial strain, aging infrastructure and limited capacity to invest in the future. Keystone’s shared services model provided an embedded operational backbone and collaborative partnership that made long-term transformation possible.
Impact at a Glance
Financial Strength and Reinvestment
Restructured the balance sheet and realigned programs to eliminate persistent operating deficits, creating the financial stability needed to reinvest consistently and support long-term growth.
Residential Transformation
Replaced or fully renovated every home across Glenkirk’s Residential Services, resulting in 22 beautiful, safe and accessible living environments and a significantly improved quality of life for everyone supported in these settings.
Modernized and Right-Sized Facilities
Transitioned from an isolated, aging facility to a modern, purpose-built headquarters in Northbrook designed to expand accessibility and support meaningful engagement, along with a new community-based day services site in Mundelein as part of a broader shift away from larger, congregate settings.
The Solution
Glenkirk’s steady trajectory forward reflects how Keystone works in practice by strengthening operations and enabling effective decision-making. This approach operates as part of Glenkirk’s leadership and operational environment through three core pillars:
Shared Services as the Operational Backbone
The back-office functions of finance, HR and IT are unified within a shared platform, bringing structure, discipline, and accountability to core operations. Day-to-day financial management spans budgeting, cash flow tracking, payroll and billing, embedding rigorous follow-through across every step of the process. This approach reflects a level of financial intelligence and oversight that goes far beyond standard bookkeeping and accounting. The result is a clear line of sight into performance, anchored by reliable data, actionable insights, and user-friendly reporting to drive decision-making aligned with strategic priorities.
Strategy as a Continuous Practice
Strategy is woven into regular decision-making, financial management, and leadership conversations. Complex choices are approached with greater clarity, grounded in mutual trust and collective intelligence. Multi-year initiatives are smoothly sequenced and executed over time. This alignment between immediate operational choices and long-term strategic direction allows the organization to move forward with focus and momentum.
A Culture of Trust and Collaboration
This work is guided by a culture grounded in trust, openness and shared success. Keystone serves as a shared home where leaders across Glenkirk, Search and Keystone come together and engage directly with one another, without competition or hesitation. With diverse perspectives at the table and a collaborative mindset, challenges are surfaced early and solutions are developed together, with leaders aligned around what matters most. Ideas, practices, and lessons are shared freely across organizations, creating an environment of continuous learning and mutual support.
38 to 141
Growth in days of cash on hand since co-founding Keystone Alliance, from about five weeks to nearly five months of operating reserves.
331%
Growth in net assets since co-founding Keystone Alliance, from $3.7M to more than $16M
$14.3M
Invested in new and renovated homes and program settings across Glenkirk, made possible by early balance sheet restructuring and stronger financial performance over time
Proven Impact: Sustained Growth and Collaboration
The combination of an operational backbone, strategy and culture has reshaped Glenkirk’s financial position and physical footprint. Early financial stabilization created the capacity to reinvest consistently and plan ahead with greater clarity. Today, that impact is visible in stronger financial performance, updated homes and modern, accessible day program settings, along with greater alignment across leadership and the ability to move forward together, supported by a strong and increasingly self-directed leadership team.
Glenkirk no longer operates in isolation when navigating challenges. Instead, it is part of a model that supports ongoing learning, collaboration, and shared progress. This approach strengthens its ability to continuously improve services and expand its impact on the people and communities it serves.
“Glenkirk wouldn’t be where we are now if it had not been for Keystone Alliance. You see it in our financials. You see it in our program environments. You see it in our growth over time.”
Kim Berenberg,
CEO of Glenkirk
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