A selection of engagements across CPG brands, foodservice operators, and PE-backed platforms. Outcomes are real. Names are kept confidential by agreement.
Each engagement is scoped to the specific problem. No bloated retainers, no generic frameworks.
A premium natural foods brand had retail traction, a loyal DTC following, and a product the market wanted. What they didn't have was a roadmap into foodservice broadline — where the rules are different, the buyers are anonymous, and a mispriced launch can cost two years of momentum. We built their go-to-market strategy from scratch: pricing architecture calibrated to the full distributor margin stack, a distributor selection framework, and an 18-month execution plan that accounted for how broadline actually works.
The chain was performing well by most measures — good locations, loyal guests, a concept that worked. But the back of house was bleeding. Vendors had accumulated over years without structure: overlapping SKUs, inconsistent contract terms, pricing that hadn't been renegotiated since before inflation hit. We ran a full supply chain diagnostic — vendor by vendor, category by category — and rebuilt the architecture. New preferred vendor agreements, a category management framework, and a rationalized product mix.
A private equity firm had just closed on a specialty distributor — a solid asset, undermanaged, with real upside if integrated correctly. They had 100 days before the thesis either started compressing or accelerating. We came in on day one: a market assessment to establish where the business actually competed, an organizational redesign to right-size the leadership structure, and a team alignment process to get new and existing leaders rowing together.
If any of these engagements resonate, the next step is a conversation — direct and no-obligation.
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