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 provider of dual Medicare/Medicaid eligibility services sought to optimize outreach and enrollment processes to profitably maximize revenue yield.
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A high-growth Dental Services Organization faced a misaligned organizational structure and an inability to keep up with an expanding national footprint.
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A global chocolatier needed to unify and optimize a holistic, omnichannel promotions strategy that balanced shipping costs, promotions, and the user experience.
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A private equity-owned global manufacturer and fabricator of metal and fiberglass display fixtures was facing significant sourcing and production issues.
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A multinational fast fashion retailer faced significant merchandise performance issues, poor real estate decisions, and lacked management discipline and governance.
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A private equity-backed fire suppression business had acquired several competitors as part of an aggressive roll-up strategy, and three recent acquisitions were performing poorly.
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A private equity-owned manufacturer of absorbent products needed to optimize asset performance across the four-plant network to meet customer demand OTIF.
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A global insurance corporation needed to drive an end-to-end transformation to institutionalize design thinking and create a single, consistent global operating model.
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A provider of risk-adjustment/HEDIS chart retrieval, coding/abstraction, and analytics was faced with significant declines in margins due to reduced demand and increased competition.
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