Introduction Effective project management is the lifeblood of the modern market economy and a constituent feature of organizational functioning. From the managerial perspective, project management is a framework within which internal and external business interactions occur. The framework allows treating a project as a multivariate entity that functions within three dimensions simultaneously: time, cost, and performance (Camillieri 2012). In a more basic sense, project management is the realization of business and customer goals in actuality with respect to their core and ancillary elements. It follows that managers have to fully understand project deliverables in terms of their risks and trade-offs to ensure that the corporate resource utilization does not have efficiency valleys (Camillieri 2012). In addition to making a complete investigation of a project, the twenty-first-century project managers have to establish harmonious relationships with their teams and stakeholders by becoming coaches, leaders, decision-makers, and facilitators. The aim of this paper is to propose a new plan for a project that was implemented in Brin’s Oxygen Company (BOC) Group plc (henceforth BOC) in April 2017. The paper will detail the key elements of the project that can be used for the deployment of a new operational model in other outlets of the company. Organizational Setting BOC is a part of the Linde Group, which is a global producer and retailer of chemicals and chemical equipment (BOC n.d.). In addition to being a multinational supplier of bulk gases, the company specializes in the development of innovative solutions in the fields of steelmaking, chemical processing, wastewater management, food processing, refining, and engineering among others (BOC n.d.a). BOC places a strong emphasis on safety and corporate social responsibility in all areas of its responsibility. Therefore, the organizational setting is characterized by the drive to improve services for its customers while simultaneously minimizing sustainability risks. Project Environment The student works in the capacity of a sales manager in the company; therefore, the project under discussion pertains to the transition to a new retail operating model. The transition already occurred in several Australian Gas & Gear stores owned by BOC. The stores are located across Australia, the UK, and Ireland. Every location offers the company’s customers a wide range of gas and gas-related equipment, trade tools, safety products, welding equipment, and consumables (BOC n.d.b). To ensure the robustness of the BOC proposition as well as improve the business model in terms of its commercial sustainability, several Gas & Gear stores were remodelled. The environment of the project was geared towards the pursuit of earnings-based growth. Revenues of the stores were used as financial performance indicators for measuring the success of the project. The project was aligned with the core principles of the value-based corporate strategy of the Linde Group, in general, and BOC’s efficiency-boosting management philosophy, in particular (The Linde Group 2016). Project Objectives The key objective of project Lighthouse was to transition the Gas & Gear channel to the new