Commercial Strategy (GTM)
TRANSPORT COMPANY
Situation:A large transport company in the Middle East sought to evaluate and size potential non-farebox revenue streams for its public transport network of buses and trains.
Approach:Worked with one of the world’s top strategy consultancies, overseeing a junior team and workstreams.
Best practice benchmarking and case studies
Identification and selection of business models
Market sizing of key commercial revenue streams
New opportunities in future mobility, e-mobility and adjacent areas
Evaluation of existing opportunities for digital/analog commercial streams
Phasing & implementation roadmap
Results:Strong visibility on the attractiveness and viability of different non-farebox opportunities through ranking and prioritization based on select criteria. Identification and ranking of 40 commercial initiatives together with team. Market sizing of 10+ key non-farebox revenue streams; sizing and research support for 20+ longer horizon implementations.
Strategic Planning
CHEMICAL MANUFACTURER
Situation:One of Germany’s top manufacturers (EUR ~2 billion turnover, DAX-listed parent) serving key industries including automotive and electronics wanted to innovate and explore new growth areas.
Approach:Integrated into the core strategy team, managed junior resources and reported to the VP Corporate Strategy and Managing Partner.
Presented to BU Vice Presidents and teams across three continents
Market analyses — competition, ecosystem, emerging technologies, developments and trends
Provided Horizon 2 & 3 strategic planning support
Market sizing (TAM, SAM, SOM) of new technologies and products to assess future viability
Support with Sustainability Strategy
Results:The initial list of opportunities presented to the Board was reduced to several key growth areas to be pursued, based on the newly acquired information on markets and technologies.
Business Transformation / Operational Excellence
OPTICS MANUFACTURER
Situation:The CEO of an Eastern European manufacturer (600+ employees, products in 40+ countries) sought to increase sales and productivity, and to transform the company culture.
Approach:As Program Lead worked directly with the CEO, steering a team of 35 people with the participation of all Executive Directors.
Frequent individual meetings and work sessions with all Executive Directors
Monthly Executive Dashboard coupled with strategic and operational analyses
Implementation of 100+ KPIs and metrics across units, plants and work centers
Functional and cross-unit organizational redesign in HR, Marketing and Sales
Formation of a matrix team that reported and monitored performance
Managed a team of programmers, data analysts and plant directors to make ERP system changes
Results:Within nine months of the program’s launch, YoY quarterly realized revenue experienced strong growth and three of the four manufacturing divisions went from missing to exceeding their revenue targets. Procurement delays were reduced from 30% to 3%. The greater clarity allowed for a 20% workforce reduction. Better costing and SKU profiling were enabled through changes in the ERP system. A tangible cultural shift followed, marked by higher motivation and accountability across the workforce.
Market Assessment (GTM) — Industrial AI
INDUSTRIAL MANUFACTURER
Situation:One of the world’s top industrial manufacturers (€30 billion revenue, 100K employees) needed a go-to-market strategy for its advanced AI/IoT digital analytics platform.
Approach:Project Lead for a leading consulting business to design a comprehensive market study.
Field interviews with key players
Comprehensive user survey questionnaire
Competitive analysis
Market trends and developments overview
Results:A thorough market assessment covering market sizing, market trends, company profiles and product comparisons providing vital market information across multiple industries. The end client defined the work as outstanding.
Commercial Due Diligence
PRIVATE EQUITY CLIENT
Situation:A PE company in London was evaluating a potential target in the healthcare space in Europe.
Approach:As part of a consulting team collected and analyzed data for various complementary analyses.
Market sizing and modeling
Market trends
Competitive analysis
Business model
Results:A thorough report of the prospective market informing the potential investor of the breadth of the opportunity and the target’s positioning within the specific market context.
Change Management
FOrtune 500 MARKET LEADER
Situation:A top player real estate in the United States ($800m turnover, Fortune 500) aimed to standardize strategic planning across all units and to streamline performance. In addition, it needed to make a decision about a corporate unit — whether to divest, discontinue or keep it in-house.
Approach:In conjunction with the Director of Strategy, supported a company-wide change management project. Conducted a number of meetings with the top management to discuss results of various analyses and support strategic decision making.
Market and competition analyses
Assessed the performance of a small but key $35m operations unit
Spearheaded performance analysis of $4.4 billion of acqusitions worth
Financial performance, valuation and sensitivity analyses
Support with the yearly strategic plans of several departments
KPI design for call center, operations, HR and asset management
Results:New reporting processes with increased management control and a streamlined strategic planning process, Based upon the findings in the financial analyses, the Board made a corporate decision to keep the operations unit in-house and expand it aggressively.
Pricing Strategy / Operational Excellence
IT DIGITAL PLATFORM PROVIDER (CONSULTING/FT)
Situation:A managed service IaaS/Cloud solutions provider in Germany needed to standardize a complex product portfolio and design a go-to-market strategy.
Approach:As Program Lead, conducted a series of analyses and initiatives.
Competitive analysis
Brand identity design, website relaunch
Infrastructure cost model
Product tiering, dynamic pricing model
Results:The sales team was able to prepare proposals up to eight times faster, leading to a higher number of RFPs. The designed models were sold to IT service providers. Product structure and offer became clear, internally and externally.
Digital Product Strategy
START-UP FOUNDER
Situation:A growing startup in the area of online education based in Austria wanted to create convincing and effective market positioning across three continents.
Approach:The following activities took place to support the strategic development of the venture.
Business plan review
Partnership development
Website reshape
Digital interface assessment
Results:Strenghtened market positioning and a sharper business direction. A simpler, more efficient and visibly appealing user interface that attracted paid users.