Case Studies

Accelerating sales results by reframing product positioning, messaging and sales

A PE-backed enterprise software vendor struggled with long and unpredictable sales cycles.

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Assessing growth potential and divestment options across business portfolio

The board of a leading learning services organization needed to understand the strategic potential of each of the businesses in its portfolio.  They needed to assess potential divestment options arising from inbound inquiries.

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Assessing growth potential and divestment options across business portfolio

The board of a leading learning services organization needed to understand the strategic potential of each of the businesses in its portfolio.  They needed to assess potential divestment options arising from inbound inquiries.

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Conducting deep technical and IT due diligence

A financial investor evaluated the acquisition of a leading workforce management software vendor and needed an assessment of the technical, product and IT functions to understand implications for future growth.  

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Conducting financial, product and market due diligence

A PE firm’s potential acquisition of enterprise software vendor was under LOI. They had a short window to complete due diligence but lacked the software expertise to adequately vet the product, market and financial model.

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Developing agile market entry growth strategy

A PE-backed $300M services company considered entry to the Healthcare IT market by leveraging several capabilities that were assembled via acquisition.

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Developing market entry growth strategy

A $350M ERP company experienced flat revenue and profit over a two-year period. Prior acquisitions led to product overlap and ambiguous corporate objectives.

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Enhancing software product development

A PE-backed software company needed to streamline R&D to optimize maintenance and new product growth initiatives.

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Growing inorganically through enhanced corporate development program

A NASDAQ-listed wireless communication company had an ambitious roll-up vision but limited capacity to design and execute. They had no in-house corporate development and limited management bandwidth.

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Optimizing product portfolio

A leading vertical industry ERP software vendor had several overlapping products in target sub-segments, resulting from previous acquisitions.

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Optimizing product roadmap for growth

A maintenance-oriented ERP software vendor approached end-of-life on several older products and needed to replace revenue and generate growth.

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Outlining exit strategy and roadmap

A top tier VC firm had several early-mid stage investments – each with complex and very dynamic ecosystems mostly around big data and cloud infrastructure.  They faced looming decisions on whether to exit or to increase investment.

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