This work analyzes the current organization design and proposes a redesign of a small family-owned business in the fiber optics lighting industry, which suffered considerable changes in the past years due to a strategic shift towards customization and the loss of its main founder. This study utilizes Galbraith’s Star Model as the main academic framework, diving into other well-established authors and theories for each component of the Star Model. Data was collected through semi-structured interviews, analyzed via thematic analysis, and documents provided by the firm regarding its organizational chart, history of revenues, mission, vision, and values. Three main inconsistencies were identified: the fragmentation of the strategic apex leading to conflicting strategies; a gap between directors’ desired philosophy of people management and reality; and both operational bottlenecks and communication problems related to its strategic shift.