TRANSFORMING A MATURE PORTFOLIO INTO A SCALABLE ENTERPRISE

Mid-sized Consumer Portfolio Company

Consumer Packaged GoodsChange Leadership & Organizational AlignmentData, Insights & MeasurementOperational Excellence & Process Design

The Situation

A mid-sized consumer portfolio company had delivered strong top-line gains but was struggling to sustain profitability. One brand was heritage-led with a loyal base yet limited differentiation; the other was innovation-driven but margin-challenged as it expanded rapidly through digital and omnichannel distribution. Although the business exceeded its annual revenue and EBITDA forecast, growth was uneven and increasingly dependent on costly channels and short-term promotions. The Board requested a comprehensive review to identify how the company could accelerate growth, strengthen its brands, and improve operating leverage in a shifting retail landscape.

Outcome

"The work established a unified framework for profitable, scalable growth across the portfolio. Both brands regained momentum—one through sharper relevance and storytelling, the other through disciplined innovation and improved commercial focus. The engagement reinforced a simple insight: growth isn’t just about expanding. It’s about clarity, discipline, and differentiation that endures."

Approach

Why

To clarify how each brand could grow profitably and sustainably within a more disciplined, insight-driven operating model.

How

Through a portfolio-level diagnostic that combined commercial analytics, organizational design, and consumer strategy.

What

•Defined distinct brand growth models – repositioning one around credibility and craftsmanship, the other around consumer-led innovation and education
•Optimized the operating structure – integrated systems, planning, and leadership to eliminate duplication and enable faster, data-driven decisions
•Built commercial playbooks – customized activation, innovation, and channel approaches aligned to each brand's stage of maturity
•Established process discipline – implemented structured innovation and demand-planning frameworks to balance speed with control

3 Things That Worked

Clear brand role definition eliminated internal competition and resource dilution.
Shifting focus from "more products" to strategic innovation and consumer solutions improved quality of growth.
Embedding integrated planning tools strengthened transparency and accountability.

3 Things We'd Do Differently

Build profitability analytics into marketing investment earlier.
Accelerate consumer segmentation and message testing to sharpen differentiation.
Introduce brand governance mechanisms sooner to maintain portfolio coherence.

Engagement Lead

Wendy Montgomery