High-stakes decisions, resolved and implemented.
Three sectors, three engagements. Each one ends with a board-approved decision and a team that can execute it — not a report handed over at the door.
Problem named. Decision made. Done.
Restructuring a $180M plant network
Entering three new regional markets
Repricing a $95M SaaS product line
A Midwest manufacturer faced three redundant facilities and no consensus on consolidation. We embedded for ten weeks, modeled each scenario, and brought one recommendation to the board. Approved in a single session.
A regional health system needed a defensible entry sequence across three adjacent markets with conflicting regulatory timelines. We narrowed seven options to one sequenced plan the board could act on immediately.
A B2B software firm had four pricing tiers that competed with each other and a sales team without a clear close argument. Eight weeks embedded with the CRO and CFO produced one pricing architecture and one sales motion.
Outcome: two facilities consolidated, $22M in annual operating cost removed, implementation underway within 60 days of board approval.
Outcome: entry sequence approved, first market operational 14 months ahead of the prior internal estimate.
Outcome: new pricing live within one quarter, average contract value up 31% in the first six months.
They gave us one direction, not seven options. We moved the next morning.
— COO, $220M regional health system. Twelve-week engagement, market entry.
See a problem like yours in our work?
If the situation looks familiar, a call with a senior consultant is the right next step — not a proposal, not a scoping deck.