What itlooks likein practice.
Anonymized engagements across marketing, technology, and private equity. Sector, situation, what we did, and what changed.
$14M recovered from a global media and agency estate.
A global CPG company was spending across dozens of agencies, markets, and media partners with no single view of what it bought, who added value, and what senior talent it was actually paying for.
A $30M programmatic program, sharpened.
A fast-growing B2B software company had scaled programmatic from a $20K pilot to roughly $30M a year. The spend was working. The question was where money was going that it shouldn't.
Taking control of the programmatic supply chain.
A national automotive brand with strong agency partners wanted institutional knowledge and control over where its digital media money went, what it bought, and who owned the data.
One global commerce partner instead of a patchwork.
A global consumer products company ran eCommerce and retail media through a patchwork of regional agencies and technology vendors. It needed a single partner capable of global consistency and regional nuance.
An agency search in eight weeks, not eight months.
A growing QSR franchise group needed a media and digital partner that could support new-location openings across Canada and the US, with compensation tied to performance.
Fewer agencies, better people on the account, lower fees.
A mid-market financial services firm had accumulated a roster of creative, media, and production agencies over five years. Fees had never been benchmarked. The senior people from the pitch had long since moved on.
A software stack nobody owned, brought under control.
A PE-backed technology services company had grown through acquisition. Each acquired business brought its own tools. Three years later, the stack had never been rationalized.
Cloud spend that had outgrown the business it supported.
A digital media company's cloud bill had doubled in two years while revenue grew far more slowly. Engineering had no incentive to challenge it and finance had no way to.
The 100-day plan, run rather than presented.
A sponsor had just closed on a mid-market services business. The deal thesis assumed operational improvement. The management team was capable but stretched, and nobody owned the cost base.
Tell us what you’re working on.
Fifteen minutes. We’ll tell you whether we can help and what the engagement looks like. No pitch deck, no sales cycle.