OUR IMPACT
150+
Projects
$2B+
Value Created
$200M+
Value Delivered
Market Expansion for a Home Improvement Company
Challenge: The company identified an underperforming region and recognized that it was not selling enough high-margin products. However, there was limited understanding of the reasons behind the poor performance or the scale of the growth opportunity in the region.
Approach: Analyzed the market and performed segmentation, identified significant potential in the higher-margin areas. Conducted customer interviews to understand growth requirements, uncover unmet needs, and identify pain points such as product gaps, long lead times, and service inefficiencies. Developed a strategic plan to address these gaps, improve product offerings, and enhance customer experiences. Built a prioritized sales pipeline and implemented a go-to-market (GTM) strategy including pricing guidelines to unlock growth potential and capture market share.
Results: Created a clear roadmap to grow market share from 1% to 10% over five years to become a $200M P&L. Achieved a 20% conversion rate during the initial three-month pilot phase, even before implementing key improvements. Provided a list of top acquisition targets to support long-term growth in the region through M&A.
Business levers: product portfolio optimization, go-to-market strategy, M&A, sales pipeline development, roadmap execution, market analysis and customer segmentation
Portfolio Optimization and Carveout for a Specialty Chemical Company
Challenge: A company conducted a portfolio strategy to identify which product lines and segments to grow and which to exit as non-strategic and non-core. While decisions were made to transition out of non-core areas, no action was taken due to concerns about losing near-term revenue, upsetting customers, and potential long-term impacts. The non-core product lines continued to drain resources and limit opportunities, leaving the company unable to focus on growth segments effectively.
Approach: To address this, we designed a comprehensive approach to help the company transition out of a key non-core product line as a pilot project. First, we reframed the problem statement to align with the company's strategic goals and stakeholder concerns. Next, we developed alternative options for transitioning out of the product line, ranking each against key criteria, such as long-term value, customer impact, warranty management, and system carveout complexities. After selecting the most viable strategy, we created an operational plan and identified potential candidates for the transition. Collaborating closely with the client, we found an interested buyer and supported the end-to-end carveout process, ensuring alignment with both short- and long-term priorities.
Results: Successfully optimized the client’s portfolio by exiting a non-core product line, achieving a return 3x higher than the top alternative previously considered. Demonstrated a scalable model for transitioning out of non-core assets, providing a framework to replicate the process for other non-core areas, freeing resources for reinvestment in growth segments.
Business levers: M&A, portfolio management, carveout, business and operational planning, execution partnership
Recovery Planning for a Utility Company
Challenge: California’s largest utility company needed an operational restoration plan post-COVID-19 to address budget forecasts, customer impacts, and the duration of pandemic-related disruptions. The goal was to map likely scenarios and develop strategies for effective restoration of operations in Southern California.
Approach: Developed six scenarios based on recovery timelines (3 vs. 6 months) and severity, analyzing impacts on workforce availability, supply chain readiness, government restrictions, workload priorities, and customer revenue. Evaluated financial impacts across Q2 and Q3 of 2020 and created an action plan covering O&M, capital work, customer operations, and compliance. Designed a data-driven response strategy using internal and external indicators.
Results: Delivered a pandemic response and recovery playbook with an integrated indicators dashboard covering distribution, transmission, storage, and customer services. Provided a decision checklist across workforce, health, logistics, supply chain, and operational priorities, enabling effective planning and real-time adjustments to support post-pandemic recovery.
Business levers: scenario planning, customer revenue forecasting, financial analysis, operational and maintenance optimization, dashboard development, real time monitoring
Product Rationalization for a Manufacturing Company
Challenge: An extensive SKU portfolio, accumulated through multiple acquisitions, created inefficiencies and strained profitability. The objective was to streamline offerings into a “good-better-best” model, aligning the product portfolio with market needs, simplifying customer decision-making, and optimizing for supply chain and manufacturing complexity.
Approach: Led a data-intensive product rationalization initiative that involved analyzing SKU-level performance, customer demand patterns, and profitability metrics. Low-volume and underperforming SKUs were identified and removed, while retained low-volume SKUs were strategically priced to maximize profitability. The rationalization process was closely coordinated with network optimization efforts to align manufacturing and logistics. A comprehensive five-year roadmap was developed to sequence decisions, minimize volume churn when eliminating products, and ensure a realistic, phased execution plan.
Results: The initiative delivered $5M in immediate margin improvements. The streamlined portfolio aligned with market needs, simplified customer decision-making, and optimized supply chain and manufacturing processes.
Business levers: commercial excellence, product management, sku rationalization, complexity management, portfolio management, data and analytics.
P&L Turnaround for a Home Improvement Company
Challenge: The $100M P&L faced severe decline, with sales dropping by 50% over three years. The plant was unprofitable due to high fixed overhead on declining volumes, compounded by poor previous management, a lack of a sales team, product portfolio gaps, and subpar service levels. Additionally, the region struggled with excessive freight costs, high rebate levels, and operational inefficiencies. A recent acquisition in the region added complexity, requiring a brand conversion while addressing these challenges.
Approach: Conducted a comprehensive P&L review, analyzing historical data on volume, pricing, and costs. Identified critical issues, including high freight costs, overly generous rebates, and inefficiencies caused by servicing numerous small, one-off customers that strained resources and impacted profitability. Addressed foundational challenges by optimizing operations, improving sales coverage, reallocating marketing spend, and streamlining customer service. Developed a product roadmap to address portfolio gaps and piloted a differentiated go-to-market (GTM) strategy. Sales pipeline opportunities were prioritized based on share-of-wallet, margins, and strategic fit, ensuring alignment with profitability goals.
Results: Built a prioritized sales pipeline, regaining 5 key accounts. Pricing improvements in the region delivered $2M in immediate margin gains by eliminating money-losing customer accounts. The turnaround stabilized the region, improved profitability, and created a sustainable foundation for future growth.
Business levers: P&L optimization, customer segmentation, sales strategy, operational efficiency, product management, go-to-market
Pricing Transformation for a Building Product Company
Challenge: A $1B windows manufacturer faced an overly complex and uncompetitive pricing structure, as well as inefficiencies in discount governance, which negatively impacted sales performance. The goal was to enhance pricing competitiveness, streamline discount process and improve sales.
Approach: A collaborative, hands-on approach engaged the sales team throughout the 3-month diagnostic, design and later implementation phases. The pricing structure was redesigned and piloted in a key region, supported by real-time feedback from sales and robust analytics to track quote activity, order volumes, invoicing and profitability. Continuous refinements ensured alignment with sales operations and priorities.
Results: The project uncovered a $30M margin expansion opportunity, with Year 1 benefits exceeding $5M based on results from the pilot phase. Enhanced pricing structures and streamlined governance processes were designed for scalability across other business segments, providing a strong foundation for sustainable sales growth and improved competitiveness.
Business levers: pricing architecture design, discount governance, advanced data modeling, performance tracking, competitive benchmarking , customer communication, sales training
Renewable strategy and Feasibility for a Major Energy Company
Challenge: One of North America’s leading energy companies sought to "green" a major infrastructure, requiring 2,000 MW of renewable energy. The client needed options with detailed operational, financial, and capability assessments.
Approach: Developed scenarios for acquiring green energy (RECs, PPAs, or asset ownership), performed value chain analysis (plan, design, build, operate), and assessed organizational capabilities. Conducted state-specific analyses to evaluate energy type (e.g., determining the number and size of wind farms needed), operating models, and OEM considerations.
Results: Delivered a comprehensive concept design, outlining the number of wind farms, turbines, and operational recommendations. Provided actionable scenarios for greening the pipeline with detailed capability and resource requirements.
Business levers: renewable energy strategy, scenario planning, organization capability assessment, operating model design
Performance Improvement for an Industrial Company
Challenge: An industrial client faced significant performance issues within its $150M Mexico P&L. Despite signing a major contract with an international oil company, the operation was $20M in the red. The challenges included major discrepancies between the costs used in the sales proposal and the actual costs projected by the delivery team.
Approach: Analyzed value drivers across the value chain, including procurement, engineering, manufacturing, and logistics, to identify inefficiencies. For procurement, conducted a make-versus-buy analysis and consolidated suppliers to improve costs. In manufacturing, reduced labor hours required for certain products, lowering labor costs. On the logistics side, consolidated routing to streamline operations and reduce freight expenses. Engineering efforts simplified product designs, reducing material and labor costs. Collaborated with client SMEs through workshops, generating over 50 improvement ideas, prioritizing key initiatives, and developing an action plan. Supported the client with project management for six months to ensure successful implementation and impact.
Results: Delivered $5M in immediate margin improvements. Developed a comprehensive action plan and implemented a cost savings tracker with a feedback loop mechanism to monitor progress. Recommended additional improvements, including refined pricing models and enhancements to the sales proposal process.
Business levers: P&L optimization, simplified product design, procurement optimization, routing and logistics efficiency, sales proposal process enhancement, cost savings tracking , project management and execution support, Pricing Model Refinement
Go-to-market for a Manufacturing Company
Challenge: Stagnant growth in a key market segment and insufficient focus on the most profitable and fastest-growing channel. Competitors were gaining market share, product gaps were widening, and customer experience was declining. Additionally, operational inefficiencies from underutilized facilities acquired in recent years required attention to unlock potential gains.
Approach: Conducted a detailed review of $200M P&L (volume, price, cost) and identified significant growth opportunities. Engaged with the sales team to energize efforts and conducted VOC interviews to understand customer needs and competitor benchmarks. Facilitated workshops to map customer pain points and developed a prioritized product roadmap. Analyzed accounts to identify opportunities and implemented a structured sales execution plan, supported by a dedicated project manager to track progress.
Results: Developed a strategic plan to grow revenue by 20% year over year. Developed a sales pipeline aligned to the strategy and secured six new accounts worth $10M within three months. Established a sales cadence and monitoring system, created a prioritized product roadmap, improved the order recovery process, and re-prioritized key operational projects to improve efficiency and support growth.
Business levers: GTM strategy, product management, direct sales, sales excellence, customer experience management, process improvement, project management
Innovation framework for a Specialty Chemicals Company
Challenge: A $5B specialty chemicals company struggled with poor management of innovation ideas and projects. The pipeline was filled with low-quality ideas, financials lacked rigor, and projects were frequently delayed. Leadership lacked trust in the process due to unvetted financials, frequent cannibalization concerns, and poor alignment with strategic goals, leading to ineffective execution.
Approach: Developed a comprehensive innovation framework, focusing on designing the operating model to support innovation efforts. Enhanced the existing stage gate process to align with corporate goals across dimensions and horizons. Built robust business cases to assess incremental revenue versus cannibalization and improved resource allocation processes. Introduced an organic vs. inorganic growth matrix to guide strategic prioritization. Designed tools, checklists, and governance mechanisms to streamline project evaluation and execution. Fostered cross-functional collaboration and implemented KPIs with dashboards to monitor progress and ensure accountability.
Results: A new innovation structure with defined roles, responsibilities, and headcount. A robust stage gate process supported by a strategic framework, prioritizing innovation investment areas. Governance tools, innovation council, dashboards, and a financial vetting process to ensure transparency and accuracy. Training sessions for deployment, fostering alignment and buy-in across leadership and teams. These improvements enabled the company to foster trust, streamline execution, and align innovation efforts with long-term strategic objectives.
Business Levers: Innovation, stage gate process, portfolio management, product management, operating model design.
Pricing Strategy for a Chemical Company
Challenge: A $1B specialty chemical company faced unmanaged pricing practices, leading to margin erosion and revenue leakage. Competitor pricing outpaced the client’s over two years, highlighting the need for a structured pricing strategy.
Approach: Developed a comprehensive pricing strategy by analyzing internal practices, competitor benchmarks, and market dynamics. Built an analytics framework to identify margin improvement opportunities, analyze variability, introduced custom discount structures, and designed an escalation process to ensure pricing discipline. Delivered sales tools with pricing ceilings and floors, supported by a governance structure to help the company achieve profitability targets.
Results: Delivered $20M in annual benefits to shareholders. Established a competitive pricing framework and sales enablement tools, positioning the company for sustained profitability and revenue growth.
Business levers: commercial excellence, sales & marketing strategy, competitive benchmarking, pricing tools, data and analytics
Share Growth for a Building Product Company
Challenge: A major building products company lost 3% market share over three years due to its inability to meet growing regional demand. Key facilities operated at overcapacity, leading to long lead times and customer attrition. Other plants lacked the capability or setup to produce certain products, causing logistical inefficiencies. Additionally, a few customers accounted for a significant portion of production volume but delivered low profitability, further straining operations and margins.
Approach: Led margin expansion and operational scalability by streamlining the product portfolio, relocating production closer to customers, and redistributing demand across facilities to optimize capacity. Conducted a P&L analysis to identify inefficiencies in freight costs, capacity utilization, and product profitability. Engaged customers to align on operational changes, shifting high-volume accounts to better-positioned facilities and expanding production capabilities to address bottlenecks. Invested in equipment to enable regional independence and long-term operational efficiency.
Results: Resolved capacity and operational inefficiencies, enabling the company to regain its 3% market share and unlock $30M in EBITDA value during peak demand seasons. Achieved $5M in immediate margin improvements and enhanced service levels through optimized logistics and streamlined production.
Business levers: supply chain strategy, operational excellence, product management, demand analysis, data and analytics, digital planning tools (e.g., LlamaSoft, RiverLogic)