The new owner of a private equity-backed distribution services company wanted to strengthen operations and data governance to support additional growth.
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A marketing and sales support company faced internal issues with cumbersome manual processes.
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A private equity-owned contract manufacturer faced a diverse product set and disconnected systems that grew through acquisition.
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A top reinsurance company faced difficulty in integrating disparate internal stakeholder groups impacting a key migration program’s deliverables and timelines.
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A global asset manager wanted to re-imagine and digitize the onboarding and service experience for its clients.
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A global chocolatier needed to understand current market dynamics and develop and operationalize a global digital strategy.
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A private equity-owned manufacturer of small- to large-scale packaging equipment had an inefficient and inaccurate production planning environment.
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A healthcare service provider faced increased Opex and decreased revenue due to costly and inefficient operating structures.
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An outdoor recreational brand faced retail distribution channel consolidation and changing consumer shopping behaviors.
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A private equity-owned global industrial manufacturer of power conversion and computing products needed to transform its global engineering function to improve time to market and reduce supply chain costs.
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A private equity-owned global industrial manufacturer of specialty chemicals needed to rapidly integrate new businesses while driving operational efficiencies and network optimization to improve synergy realization.
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A healthcare service provider faced customer attrition due to poor quality of the customer experience and misalignment between organizational stakeholders.
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A property & casualty insurance brokerage had an overcomplicated IT organization due to rapid growth by acquisition.
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