The opportunity

The client, a newly appointed GM,  had a mandate from the Group to turn it around and carve it out for sale.  The project was to quickly determine the best direction for the division and then implement the outcomes. Early in the project, it was identified that two of the three industries that the business provided platform integration for lacked strategic or commercial outcomes; therefore, a decision was made to decommission the platforms and resources to focus on the development of the remaining industry.

How might we redefine the business strategy and
achieve optimal outcomes for our customers.

The outcome was the sale of the business at a 25% higher price than expected. Prior to the sale, a successful soft launch of the industry platform had taken place, with seven out of 10 new corporate customers signing on for integration.

Additional outputs being:

• A target product development roadmap with an absolute delivery date

• Go to market strategy

• Overarching insights of the market and opportunity areas 

• Overarching insights of the division with identified problem and opportunity points 

• A defined value proposition aligned to the development, delivery and sales pipeline

• Marketing, sales and communications plan

• M&A pitch deck