Multinational electronics business faced problems and communication issues due to severely siloed internal organizations
The company needed help to develop a common problem-solving methodology that would enable internal projects yielding significant financial benefits, while alleviating communication issues
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Wholesale logistics and distribution company was challenged with an underperforming onboarding process for Shared Services employees and leadership, limiting new hire productivity
The company sought to reengineer its onboarding process to enable new hires to quickly add value and contribute to the organization’s performance
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PE-backed fire suppression business rapidly expanded its footprint through acquisition, and was struggling with consistent integration
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PE-owned beauty brand incubator experienced rapid growth over the last several years, and faced poor service levels and high inventory due to inadequate processes and controls to support this growth
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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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Due to poor data quality and inefficient reporting processes, a global insurance corporation lacked actionable real-time information on business unit performance and progress towards multi-year savings goals.
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An oil and gas production company faced increasing production costs and had little to no visibility into field operations.
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A digitally native retailer, and certified B Corporation, faced increased competition and flat revenue after exponential growth.
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A packaging manufacturer needed a plan to support rapid business expansion while its existing manufacturing plant was approaching capacity.
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