A PE-owned mid-market specialty home-building products company was looking to diversify its existing product portfolio, and sought to develop and launch a private label offering that would compliment its current portfolio.

During a period of rapid growth, a $2B+ healthcare services company with payer and provider business lines needed a forward-looking assessment to manage growth and scale operations across new geographies.

A global CPG company specializing in over-the-counter medication sought solutions on three fronts: optimizing their consumer segmentation, re-evaluating their retail strategy, and assessing new product opportunities.

When an industry-leading gaming and electronic systems and products company merged with a complementary player of equal size, the company sought integration assistance and cost reduction. Functions across IT, supply chain, product teams, and more required the identification of synergies and opportunities to consolidate operations of the two organizations.

In order to better align with their high-end market position, accelerate top line sales growth, and enhance profitability, a regional sporting goods retailer sought to re-evaluate their brand strategy and messaging.

A $100+B (assets) diversified financial services organization needed to improve its communications and branding to increase engagement and performance of its customer-facing financial advisors.

A multi-billion dollar global food products company had just completed an acquisition and needed an interim VP. The client was in transition and had several investment opportunities that required performing due diligence, valuations and presentations to the Board of Directors.

In order to prepare for a management meeting regarding enterprise risks, board members of a multi-national engineering firm with over $10B in revenue sought advisory assistance.

A PE-backed, family-owned manufacturing company with multiple plants was looking to consolidate its manufacturing operations without compromising customer service, increasing costs, or affecting revenue.

When a $5B specialty technology company demonstrated signs of stress – including slowed services growth and uneven performance across geographies – the company sought a thorough evaluation of services strategy and performance.