A global software and services company was struggling to leverage its scale and support requirements for a pending acquisition.  An organizational transition and operational improvement plan for the company was created and deployed. The streamlined change implementation yielded results of $70M/year expense run rate reduction and supported an acquisition price that exceeded expectations by 20%.

A digital marketing solutions provider was experiencing unexpected growth but struggling under the pressures of managing scale and keeping the business on track at the same time.  After determining the current condition and other environmental impacts, a more focused and data driven approach was created to drive greater value by shrinking the portfolio of offering.  Not only did this drive growth rates higher than they had been, it reduced the level of churn and risk streamlining the management process.  There was no degradation in quality and ownership found themselves enjoying their work more than ever before.

A financial services company was struggling to convert from a traditional products provider to one offering B2B SaaS solutions.  Brought in with less than 2-months of available cash flow remaining, the entire strategy and approach was re-developed and deployed from go to market strategy through product development.  As a result, in less than two years the company was earning 8-digit annual recurring revenue.

An e-gaming start-up was challenged after a successful proof-of-concept was waylaid due to the pandemic and closure of facilities.  Working collaboratively, a business resilience and growth plan was created that resulted in new revenue streams, a more diverse portfolio, and attainment of break-even in under nine months.

A major regional retail organization was stuck trying to implement its next generation strategy across all its stores.  After evaluating the current approach and developing a new model that was more nimble and focused on returning value, the organization realized a 9% improvement to Corporate revenue, 16% increase in EBITDA, and 42% improvement within targeted struggling stores that had been tagged for closure.

A high-end personal services business well established in the area was struggling as a result of the pandemic and other changes that created a significant reduction in revenue.  Through advisory and a recovery plan, the business was able to return to profitability in under three months and successfully navigate an acquisition and move within six months.

A Fortune 100 healthcare services company was struggling to meet the strategic demands for its offering with over 4M customers.  Through a collaborative engagement and a vision alignment process it was determined customer engagement, speed of development, and overall architectural approach needed to be addressed.  The resulting outcoming brought cross-functional groups together, discovered over $8M in annual expense reduction, called out $3M in new revenue opportunity, and developed a roadmap and approach that would increase speed of development by 85%.

When the regional arm of a national non-profit experienced a re-organization two days before pandemic precautions went into place, they were left challenged trying to determine how to proceed, what their key value drivers would be, and where they could obtain services.  Working closely with the leadership, a new strategic plan was executed that allowed them to focus efforts in areas of greatest need as well as adapt quickly to the changing requirements in the community.  As a result, they went from standstill to offering pertinent, supportive solutions in less than six weeks.

With the upheaval created during the pandemic, a business trade and commerce organization was challenged to determine its course for the future.  Developing a new values-based strategic approach, the group was able to meet a rising tide of business needs and saw its membership increase while peer organizations struggled with 25% attrition levels during the same time period.

A national financial services provider was trying to develop a new rapid growth strategy but struggling.  After evaluating the opportunity both internally and externally an approach and roadmap were created.  Recognized results were robust and exceed expectations by over 60% in less than six months and also opened a new technical solution revenue stream that added $15M/yr new to net income.

A luxury automotive service provider needed to align and updates its processes in order to meet the scaling goals it had set out.  Working together, a plan of attack was laid out to address the most critical and impactful processes while at the same time enabling a solution that could adapt over time.  As a result, they were able to expand 8 months earlier than planned while reducing forecasted-related costs by 15%