Competitive landscaping for leading retailer to educate their push marketing strategy and implementation of iBeacon technology

February 28, 2015 by Growth Decisions.

The company is recognized American retailer that operates the one of the largest network in the United States of movie and game rental kiosks as well as cashing machines. The company has more than 60,000 points of sales including a variety of services in the US, UK, Ireland, Canada, Puerto Rico and Mexico.

Growth initiatives articulation and prioritization for US$1B SBU of one of the largest US commodities corporations

January 27, 2015 by Growth Decisions.

Assisted top management of the Mexican subsidiary of one of the largest privately held corporations in the United States to create clarity, consensus and alignment around key strategic actions to be taken to improve the SBU’s short-term performance and long-term strategic positioning, given these new and changing competitive market dynamics.

Assessment of growth and innovation capabilities for large industrial conglomerate

January 15, 2014 by Growth Decisions.

Led innovation and growth strategy best-practices assessment for one of the largest cement producers in Latin America ($2B in revenue). Worked with CEO and 25 top executives in the US, Colombia and the Caribbean. Identified 33+ improvement opportunities.

Cross-functional action planning for leading manufacturer of armored glass

December 01, 2012 by Growth Decisions.

For the the worldwide leader in the manufacturing of armored glass assisted the client with creating cross-functional action plans for each of its regions, translating overall strategies and goals for each one into specific actions and initiatives. Growth Decisions helped coordinate and align these initiatives by supporting the client.

Development of custom innovation and growth stage-gate process for a Fortune Global 500 corporation

October 22, 2012 by Growth Decisions.

The company was enhancing their growth and innovation processes to reduce time to market and improve the way new businesses were identified, structured and developed. The company needed to adjust their current stage-gate process to be sure that it made sense given the specific businesses they operate with their current resources, team structure and available technologies.