Competitor Benchmarking and Org Intelligence
Objective
Provide a detailed view of key competitors to inform commercial strategy and organisational design
Key Focus
- Benchmark of regional and international competitors
- Map organisational structures and leadership roles
- Analyse product portfolios and category priorities
- Identify commercial strengths, capabilities and gaps
What We Did
- Built profiles with names, titles, locations, reporting lines
- Analysed product portfolios and market positioning
- Assessed routes to market and capability strengths
- Created comparison dashboards and insights pack
Outcome
- Clear view of key competitors and decision-makers
- Visibility of organisational models and capabilities
- Insight into category focus and market strategies
- Strategic input for restructuring and growth planning
Bag-in-Box Market Entry
Objective
Evaluate feasibility and define adoption roadmap for Bag-in-Box technology in the GCC HORECA sector
Key Focus
- Dairy (milk, cream, yoghurt)
- Juices (staff canteens, mid-tier hotels)
- Condiments (batch sauces)
- Coffee chains & catering as priority segments
What We Did
- Conducted 13+ stakeholder interviews & field visits across HORECA and manufacturers
- Built quantification model to size cost, waste and labour savings
- Identified priority use cases & pilot partners
- Defined barriers, enablers and go-to-market adoption framework
Outcome
- Confirmed strong commercial potential in priority segments
- Quantified clear cost, waste and labour savings
- Launched pilots to build proof and case studies
- Established roadmap for scalable market adoption
3-Year Strategic Roadmap – Foodservice Giant
Objective
Align the organisation around a clear 2029 ambition and define a focused roadmap for profitable, scalable growth across markets, capabilities, people, and service
Key Focus
- Build leadership depth and performance culture
- Elevate customer experience and loyalty
- Digitise operations and drive efficiency
- Expand markets, categories, and share of wallet
What We Did
- Set 2029 ambition and strategic priorities
- Defined big moves with KPIs and owners
- Built governance and delivery model
- Created phased execution roadmap (2026–2029)
Outcome
- Unified direction and strategic alignment
- Clear accountability and performance measures
- Structured plan for scalable growth
- Strong foundation for execution and expansion
Scale Up Plan – Cold Pressed Oil Factory
Objective
Prepare for 3x growth: optimise layout, equipment, data, and operations
Key Focus
- Layout redesign for flow & scalability
- Machinery & process efficiency
- Establish data tracking & SOPs
- Delay unnecessary CAPEX
What We Did
- Assessed full production line
- Built phased capacity roadmap
- Suggested 24/7 shifts
- Defined in-process data templates
- Created asset register & SOPs
Outcome
- Saved $100K+ USD in avoidable CAPEX
- Achieved 10% operational cost savings
- Scalable roadmap to 1.5ML/month
- SOPs & data-driven controls in place
HORECA Strategy – GLOBAL FMCG Brand
Objective
Build insight foundation for a localised HORECA sales toolkit
Key Focus
- Identify high-potential tea consumption moments
- Map service rituals across HORECA segments
- Capture B2B buyer/consumer insights
- Define local playbook
What We Did
- Stakeholder interviews & site visits
- UAE-wide consumer survey
- Segment mapping & brand audit
- Proposed toolkits & agency brief
Outcome
- Clear segment focus (hotels, upper casual, premium cafés)
- Consumer-anchored concept and playbook
- Plug-and-play activation tools
- Toolkit adaptable across HORECA tiers
100-Day Turnaround – Restaurant Group
Objective
Break even within 100 days from a monthly loss of -1M AED
Key Focus
- Financial stabilisation
- Org & people reset
- Cost control
- Performance tracking
- Close loss-making units
What We Did
- Deep diagnostics & branch audits
- Cost controls & menu engineering
- Headcount & org restructuring
- Closed worst-performing units
- On-ground execution & weekly tracking
Outcome
- Financials: Reduced leakage, margin gains, better cash flow visibility
- Operations: SOPs, tighter inventory, waste reduction
- Organisation: Leaner org, aligned teams, clear reporting rhythm