Our Services

Customers churn to competitors or require aggressive promotions to purchase. Shoppers engage less frequently with your brands, limiting share of wallet and shopping occasions. First-party data remains underutilized while digital-native competitors build stronger relationships.

Identify and diagnose underlying issues, then define loyalty program components – points mechanics, tier structures, personalized offers, omnichannel experiences – aligned with commercial and branding strategy. Test with shoppers across channels and refine to drive engagement both online and in-store.

Higher CLV through increased shopping frequency, basket size, and/or product margin/mix (priorities defined upfront). Enhanced first-party data capabilities that reduce reliance on promotional pricing. Measurable improvements in repeat purchase rates and promotional efficiency.

Products lack clear differentiation as e-commerce enables frictionless price comparison. Promotional intensity erodes margins while private label and DTC brands capture share. Sales teams and retail partners struggle to articulate why shoppers should choose these products across different occasions and channels.

Analyze shopper needs across categories and occasions, competitive assortment positioning, and unique capabilities. Develop value propositions that resonate with target segments, test messaging and price/value perceptions with shoppers, and align with merchandising strategy, assortment planning, and promotional calendars.

Clear differentiation that drives shopper preference and better price realization across channels. Sales enablement tools that improve shelf space allocation, feature placement, and conversion rates. Improved gross margins and expanded retail distribution.

Growth stagnates as e-commerce reshapes retail and DTC brands disrupt traditional channels. Leadership debates priorities – DTC investment vs. retail partnerships, SKU expansion vs. hero product focus, geographic expansion vs. market deepening – without consensus on where to win.

Assess category dynamics, channel evolution, shopper segmentation, and positioning across retail and digital. Facilitate leadership sessions to define where to play (categories, channels, geographies, segments) and how to win. Develop omnichannel roadmaps with KPIs that balance short-term performance and long-term brand building.

Focused strategy with alignment on channel priorities, customer segmentation, and portfolio architecture. Prioritized initiatives with success metrics, resource allocation across brand/trade/digital investments, and clear accountability. Accelerated revenue growth and stronger ROI on strategic investments.

Acquisition targets – DTC brands, regional retailers, complementary product lines – require validation of commercial assumptions. Questions persist about customer retention, cross-selling synergies, distribution expansion, retail partner relationships, and potential issues around assortment overlap or channel conflict.

Conduct rigorous commercial due diligence assessing market position across channels, customer and retail partner relationships, revenue sustainability (separating baseline from promotional lift), and synergy potential. Interview major retail accounts, analyze shopper purchase patterns and competitive shelf dynamics, and stress-test growth assumptions.

Confident investment decisions backed by independent commercial assessment. Clear perspective on distribution expansion, assortment optimization, cross-selling feasibility, and integration priorities. Refined synergy estimates and identification of material risks or value creation opportunities that inform valuation and deal terms.

Post-close, anticipated value fails to materialize. Teams operate with conflicting go-to-market approaches, promotional strategies, and retailer relationship models. Retail partners receive mixed messages. Shoppers encounter inconsistent positioning and pricing. Revenue synergies from expanded distribution remain unrealized.

Develop integration plans covering commercial strategy (brand portfolio architecture, channel strategy, pricing alignment), retailer relationship management, supply chain, and organization design. Embed with integration teams, establish governance cadence, resolve conflicts around assortment and retail coverage, and course-correct based on sales data and retailer feedback.

Synergies captured on schedule – distribution gains with key retailers, optimized promotional spending, rationalized SKUs. Unified commercial approach with consistent omnichannel pricing. Retained retail partnerships and minimal shopper disruption. Planned synergies realized on or ahead of timeline, often with additional value identified during execution.

Critical leadership gaps in commercial, merchandising, e-commerce, or general management threaten business continuity. Relationships with key retail partners, seasonal execution, omnichannel operations, or newly acquired brand integration require immediate senior leadership, but permanent recruitment takes months.

Assess the situation and priorities, then step into senior roles (Chief Commercial Officer, Head of E-commerce, Category Lead, GM) to stabilize operations and drive initiatives. Strengthen retailer relationships, optimize assortment and promotional strategies, accelerate digital capabilities, and build team capacity for smooth transition to permanent leadership.

Business continuity maintained – seasonal plans executed, retail renewals secured, e-commerce growth sustained. Critical transformations (omnichannel integration, DTC launches, category expansions) delivered on time. Stronger teams ready for incoming leadership. Revenue and margin targets achieved despite leadership transition, with accelerated project delivery.

Ambitious transformation goals – digital acceleration, omnichannel integration, operational redesign – lack coordination and accountability. Projects compete for resources without prioritization. Leadership loses visibility as efforts span functions. Early momentum fades as teams return to business-as-usual.

Design and establish a Strategy & Transformation Office with governance structure, reporting cadence, and decision rights. Set up core processes (initiative tracking, resource allocation, stakeholder engagement, risk management) and operating rhythm. Define milestones and KPIs with workstream leads, remove blockers, ensure alignment across commercial, supply chain, technology, and organizational change. Build internal capability for sustained momentum.

Functioning office that drives accountability and visibility across the transformation portfolio. Initiatives moving from planning to execution with clear owners, timelines, and metrics. Regular progress reporting with early warning systems. Internal team ready to sustain the office long-term with established processes and governance. Substantially improved on-time delivery rates and leadership confidence in transformation progress.