CLIENT: Global Entrepreneurial Bank

Situation: 

• Services division had been executing with operational excellence, passively attached to product
• They were now being looked to as an increasingly important source for profitable revenue growth
• There was an opportunity to leverage existing assets into new offerings, but challenge seen in providing customer-centric solutions and creating early traction

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CLIENT: President of a $5B Business Unit within a Fortune 50 Company

Situation: 

• Internal function was viewed as highly performing in existing role
• Function was also seen as at odds or irrelevant to current strategic imperatives of the company
• Team’s identity, assets and processes were highly aligned with the old value proposition and approach

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CLIENT:Fortune 100 Health Distributor

Situation: 

• With multiple leaders over three years of change, the marketing function was fractured as the company made a sharp strategic shift to new fast-growth markets
• Lack of content creation process clarity and role clarity were major symptoms of a misaligned organization. Challenges were exacerbated by the fact that the marketing leadership reported into different functions
• A huge opportunity existed to mobilize the marketing function and re-define the brand to accelerate execution in new markets

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CLIENT:

Situation: 

• New leader coming into the team with recent upheaval and turnover
• Existing organization executing nominal business in autopilot, but not providing necessary innovation for the company
• Fragmented execution with low morale and trust issues

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CLIENT:

Situation: 

• Company was in the midst of a comprehensive business transformation, merging multiple acquisitions to take on a new market
• They had progressed past the pivot point as individual profit centers, but were a complex organization featuring multiple products, operating from multiple geographies and recovering from a massive reorganization
• They needed to shore up the progress that they had achieved and build momentum forward as an integrated company

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CLIENT:Fortune 100 Health Distributor

Situation: 

• Major division of large heath distributor, experiencing 3 years of negative EBIT contribution trend
• New exec on board to drive turnaround
• Ambitious 3-year EBIT contribution goal and specific fiscal goals defined by leadership team
• Wanted to mobilize extended leadership team on fiscal year plan and key change initiatives

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CLIENT:

Situation: 

• Medium size public firm in telecom information services industry
• In mid-stream of life-saving change of company from government sector contract to private sector with vastly different value props
• Rapid growth via acquisition, yet needing to meet aggressive targets with no margin to fail
• Some next-level leader concern about ability to perform on plan

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CLIENT: Video Game Market Leader

Situation: 

• Top video game firm had plateaued in existing business model
• Desired process to identify transformational vision for company and define first steps toward a new business model across all functions and studios

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CLIENT: President of a $5B Business Unit within a Fortune 50 Company

Situation: 

•  Top-four accounting/consulting firm with international presence in over 100 locations
   
•  Desired an innovative, engaging experience to onboard and inspire new equity and non-equity partners

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CLIENT: Global Entrepreneurial Bank

Situation: 

• After 3 years of negatively trending operating profits, a business unit was in need of a major turn-around
• A new leader with a strong reputation for operating discipline and collaborative leadership was brought in to lead the change
• We were already working with the leader and his reports to build a unified leadership team and define goals/strategies for driving a turnaround

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CLIENT: President of a $5B Business Unit within a Fortune 50 Company

Situation: 

• After 3 years of negatively trending operating profits, a business unit was in need of a major turn-around
• A new leader with a strong reputation for operating discipline and collaborative leadership was brought in to lead the change
• We were already working with the leader and his reports to build a unified leadership team and define goals/strategies for driving a turnaround

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