Case studies
Selected engagement outcomes.
Each example below reflects real engagement work. Client names are withheld, but the situations, the work, and the outcomes are accurate.
>$20B revenue
A digital-first operating model for a global CPG company
The challenge
An international business unit of a Fortune 200 CPG company was running on informal, intuition-based practices that were starting to limit how fast the business could scale. Rather than solve this the traditional way — formalizing processes and adding headcount — leadership wanted to invest in digital capability instead.
The approach
We gathered requirements across sales, marketing, supply chain, finance, and HR to define the business needs behind a “rebuild from zero” redesign, then scoped the AI agents, process changes, and operating-model changes required. Technology, data, process, and governance changes were sequenced on a single integrated roadmap built to release business value immediately, not just at the end.
The outcomes
- Automated routine tasks across sales, marketing, and finance, freeing employees for higher-value work
- Redesigned processes so people and AI/automation tools work together by design, not by workaround
- Introduced value management practices to track benefits, create investment accountability, and support leadership reporting
- Introduced product management practices to the client's IT team to sustain the new digital platform's lifecycle
$5B–10B revenue
A digital and AI strategy for a US bottling company
The challenge
A large consumer products and distribution organization had no unified digital and AI strategy, no consistent governance, and no enterprise-wide way to evaluate and prioritize digital investment. Fragmented tools, data-readiness gaps, unclear ownership, and limited value tracking were keeping automation, analytics, and AI efforts isolated instead of scaling.
The approach
We defined an enterprise digital operating model spanning strategy and innovation, portfolio governance, architecture standards, data foundations, advanced analytics, frontline enablement, integrated planning, and change adoption — then built the governance structure, digital maturity roadmap, initiative-prioritization framework, and phased mobilization plan to move from isolated digital efforts to coordinated, value-focused transformation.
The outcomes
- Established governance to prioritize, fund, and scale digital and AI initiatives
- Aligned existing and planned digital investment to corporate strategy
- Introduced a value management framework to track benefits and support leadership decision-making
$5B–10B revenue
Standing up an enterprise strategy function for the same bottling company
The challenge
The leading bottler of a top carbonated soft drink brand was missing financial targets due to constantly shifting priorities and no centralized orchestration of its most important enterprise initiatives. Leadership wanted to stand up a first-of-its-kind enterprise strategy function to run leading-class strategic planning and manage the organization's portfolio of strategic initiatives.
The approach
We ran an internal assessment — interviews and focus groups across the organization — to identify pain points and opportunity themes, then designed an enterprise strategy operating model tailored to the client's current state, long-range objectives, and the external forces reshaping the bottling industry. We built a stage-gated, value-based governance model for the initiative portfolio and a roadmap for growing the enterprise strategy team's capabilities over time.
The outcomes
- Assessed current maturity against corporate strategy functions at comparable organizations
- Developed a target operating model and defined roles and responsibilities for the corporate strategy function
- Devised an end-to-end governance model for managing strategic initiatives in an accountability- and value-driven way
- Built an initiative scoring and performance-management model to support ongoing reprioritization
- Recommended a detailed approach to annual strategic planning and long-range planning
- Defined target capabilities and organization structure for the enterprise strategy team across short-, medium-, and long-term horizons
$10B–20B revenue
A transformation business case and roadmap for a US sporting goods retailer
The challenge
A multi-banner US retailer needed to modernize fragmented finance, merchandising, supply chain, and data capabilities — an area of large-scale digital transformation the organization had historically struggled with. Before mobilizing, leadership needed alignment on a business case and roadmap that could govern planning and execution across both internal teams and vendors.
The approach
We built a phased transformation roadmap and detailed business case to prioritize early, ‘no-regret’ investments, define resource requirements, and support funding and mobilization decisions — combining internal performance baselines with external benchmarks from comparable organizations to model benefits under multiple scenarios.
The outcomes
- Aligned leadership around a shared North Star vision, transformation scope, and target outcomes
- Built a sequenced transformation roadmap linking prerequisite investments to future ERP deployment waves
- Introduced value-management practices to baseline performance, quantify benefits, and strengthen investment accountability
$5B–10B revenue
A digital strategy for a global nutrition and wellness company
The challenge
A global CPG company manufacturing and distributing nutritional supplements and wellness products needed a coherent digital strategy to turn growth ambition into clear choices about priority markets, customer segments, channels, and digital offerings — along with aligned global and regional strategies and the governance and metrics to connect digital investment to business outcomes.
The approach
We combined outside-in market and competitive research with inside-out capability assessment, leadership workshops, and regional engagement to define the client's digital aspiration, priority fields of play, and differentiated path to win — then translated the strategy into prioritized business models, capability requirements, a quantified business case, and an activation roadmap spanning near-term actions and longer-term initiatives.
The outcomes
- Prioritized markets, customer segments, channels, and digital opportunities by commercial attractiveness and strategic fit
- Identified differentiated business models and value propositions for priority digital opportunities
- Assessed digital maturity and defined the capability, technology, talent, and operating-model requirements to execute
- Built a quantified business case and sequenced roadmap linking digital investment to growth objectives and capability gaps
- Established governance and performance-monitoring mechanisms to support execution and leadership reporting
>$20B revenue
Reimagining commercial processes for a global aerospace company
The challenge
A leading global aerospace and services organization was running a fragmented, manually intensive proposal management process — disconnected systems, inconsistent workflows, limited data reuse, heavy manual validation, and no customer-prioritization rules. The result was slower response times, higher cost-to-serve, and a growing proposal backlog.
The approach
We ran a fact-based assessment and peer benchmarking to identify pain points and quantify value opportunities, then redesigned the end-to-end proposal management process around AI-enabled workflows, intelligent orchestration, and a unified data foundation — building a phased transformation roadmap that integrated process simplification, governance, embedded AI and data-use controls, and implementation readiness.
The outcomes
- Reduced manual steps and introduced intelligent automation across proposal intake, validation, pricing, and customer response
- Redesigned workflows to balance AI automation with human oversight
- Established a centralized governance model to improve queue management, backlog processing, and prioritization decisions
- Built a phased value-realization roadmap tracking turnaround time, labor efficiency, proposal throughput, and margin improvement