The business was heavily focused on EBITA margin performance at the expense of revenue growth. Shareholders wanted accelerated revenue growth to meet their earnings expectations.

An ambition-led strategy development process was used to help the executive team identify, assess and prioritize growth opportunities. Starting with a fact-based financial performance review of each of their market sectors and an assessment of overall market dynamics, their existing market sector participation was segmented into "high-growth", "high-value", "opportunistic", and "discontinue" categories. Outcome-based value propositions and corresponding implementation plans were developed for each respective group of "high-growth" and "high-value" clients.

The strategy was put into motion by matching the best business development talent of the company to the high-growth market sectors and clients. Changes in financial reporting were necessary to provide visibility and tracking of market sector and client performance. Implementation progress was tracked monthly and results were reviewed with the executive team quarterly.

Top line revenue was quadrupled over a 6-year period.

Profitability of the business was lower than desired due to excessive overhead support costs. The objective was to help executive leadership make smart and operationally coherent cost reduction choices while providing an acceptable level of service to business operations.

A baseline for existing overhead costs was determined and compared against industry benchmark data to establish the value gap and targets. The systematic approach included strategy, operating model, and organization structure development. Financial modeling was performed to confirm potential cost savings.

Services were identified as "Core" and "Value-added" to distinguish between the basic support services needed to keep the business running and other support services that provided additional value. Core services and value-added services were delivered through an organization structure that was well-aligned with the business operations.

Overhead cost reductions increased profitability by 10% while providing a higher level of support to the business. These efficiency gains allowed the business to exceed their annual profitability goals year-over-year.

This privately held firm had the goal of increasing earnings while operating in a highly competitive, price sensitive market.

A capabilities-driven strategy development approach was used to analyze the existing client base, competitive landscape, and identify high-growth/high profit client sectors. An aggressive growth strategy and operating model were developed to significantly differentiate the company from its competitors.

The company was repositioned by allocating more resources to the high growth/high profit clients, developing more compelling value propositions, and rebranding the company.

Earnings were doubled in less than 3 years.