Our Work
We embed as operators, fix what's holding the business back, and leave it stronger than we found it. Here's what that's looked like across 40+ businesses across 80+ projects.
SCALE & TRANSFORM:
A nascent sector - we defined the addressable market and built the strategy to capture it directly and through channel partners.
An established Australian business had grown organically for a decade and were seeking a way to capture more of its market. We sized the addressable markets (TAM, SAM, SOM), sharpened what sets the business apart, identified and articulated target customer groups and built a channel-partner sales strategy to win lasting market share.
To understand addressable markets, competitors and the client’s UVP. Then to develop a B2B2C strategy to respond and capture sustainable market share through channel partners
The Challenge:
Co-Founder led business built over 10 years. The business developed organically and required a new approach to capture the market in a structured and sophisticated way.
To build sustainable enterprise value in preparation for a potential future exit.
Duration – 4 months
The Project:
Delivered the project team to Sydney – Chief Commercial Officer, CMO, CFO, data analyst and Project Leader.
Detailed analysis of Total Addressable and Serviceable Addressable Markets uncovered a significant unaddressed market. This was broken down to identify specific sub-markets with greatest ROI opportunity. UVP and competitive advantage factors were identified to support this attack on the unaddressed market.
Solutions implemented include:
Development of Key Channel Partner Program
A supporting refresh of the brand and marketing strategy
A supporting restructure of the team (roles, responsibilities, KPIs and incentives) and technology implementation across the value chain.
We completed the design thinking and detailed planning for the implementation of the Key Channel Partner Program and obtained Board approval to commence implementation. This plan was focussed on creating partner stickiness and increasing consistent volume.
A full branding assessment was completed highlighting potential ‘friction’ in the brand in the eyes of end-customers. A Board approved brand refresh was completed.
A Board approved restructure was completed across the value chain, supported by new role descriptions, REM/incentive programs and technology platforms.
Our Response:
The outcome is a Board aligned significant and fundamental change in the way the client faces its channel partners and end-customers.
Delivered by Kate Parker, Kerrie-Anne Turner, Daniel Clifford and Cameron Honey supported by a broader team.
The Current Future difference
We embedded, sized the real opportunity, and built the plan to win it. The business was left with a clear channel-partner strategy, a Board-aligned path forward, and the brand, team and technology changes now moving into delivery.