The following case studies illustrate what amazing people can do, when we work together to unlock their potential…
Delivering Hyper Growth
A major technology hardware company had a bold objective to increase premium product sales globally by 300% in 9 months.
By introducing industry-leading go-to-market programs, winning retail shelf space, rethinking product-market fit, and constructing new ecosystem partnerships, we beat even the most optimistic goals and delivered 500% growth in premium product sales.
The results were substantial margin improvement and share gains in market. The same approach became a blueprint for future product initiatives, with equally effective results.
Re-Architecting the Talent Pipeline
In a 200 person operations group, I identified philosophical and structural impediments to growing the next generation of leadership talent.
Through a series of off-sties, I helped the Operations Leadership Team to build a new “Talent Pipeline” Program.
The program included a re-framed approach to screening and hiring, new lenses through which to build a succession plan, targeted growth and development assignments and cultural role modeling of a previously under-valued “growth mindset” across the leadership team.
Transforming a Business
We transformed $3B business - with declining share - into a growth business with near double-digit gains within an 18 month horizon.
The turnaround began with diagnosing the root cause of declines. Those included ineffective segmentation, sub-optimal product-market fit, and lackluster cross-group alignment.
Working across marketing, sales and product teams, we built a new segmentation strategy supported by re-imagined sales and marketing initiatives.
The result was a winning strategy, coupled with the tight cross-group execution that is the hallmark of an effective go-to-market.
Strategic, Customer Relationships
In a highly competitive environment, I observed an unhealthy volume of business hinged on late-in-cycle pricing discussions. The result was margin erosion over time.
WI worked closely with Sales Account Executives to map strategic business priorities for their customers against corporate strategic objectives.
Once strategic alignment was established, I helped to build multi-year agreements that delivered customer value beyond the price vector.
The resultant long-term alignment changed the nature of customer discussions and was margin and share accretive.