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Some Examples of Our Work
Raytheon had a “skunkworks” project using technology developed by the National Security Agency. They were intrigued by its potential but uncertain of its commercial viability. The team transformed the tech into a market-ready product, evaluating its value against competitors, customer needs, and the broader market landscape.
To support commercialization, the team developed valuation models that identified key applications, target markets, and potential customers who would derive the most value from the solution. Following an initial analysis, Raytheon decided to spin out the product as a standalone company, prompting further development of a comprehensive business plan and go-to-market strategy, including product positioning and messaging.
This effort led to the release of Silent Runner Cybersecurity software, which went on to win industry awards. An initial investment of $25 million was made, and the company was later acquired for $300 million.
EMC faced challenges with its new storage products, as Value Added Resellers (VARs) and Channel Partners were not bringing in new customers. They needed a fresh strategy to boost revenue and strengthen partner loyalty. A benchmark analysis of their partner programs revealed gaps in key areas and inconsistencies across the board.
To address this, the team interviewed existing and competitive channel partners to understand how to improve sales and reduce friction. By analyzing partner needs, best practices, and benchmarking data, they identified critical gaps and areas for enhancement. A new Channel/Partner Strategy was developed as part of a broader Partner Relationship Management (PRM) initiative, incorporating new capabilities, messaging, and programs.
This revamped approach to Channel-Partner management and streamlined processes led to a 35% increase in channel sales within the first two years.
A global telecom company acquired a major competitor and needed to integrate its operations effectively. The team focused on crafting a strategy and implementation plan specifically for the Professional Services and Consulting divisions.
To achieve this, they evaluated the acquired company’s capabilities, designed a future-state organizational map, and developed a structured roadmap with milestones and KPIs. The analysis covered culture, organizational structure, customer and partner impact, and an assessment of the finance and IT functions.
This post-merger integration strategy led to a smooth incorporation of the new products and services. This resulted in 10% revenue growth in the expanded product and service portfolio.
A large Private Equity (PE) firm was considering the acquisition of a hardware technology company and required a due diligence assessment to evaluate the company’s value and market potential.
The team conducted a comprehensive analysis, including customer and market profiling, growth potential, a multi-factor risk assessment, and a thorough financial and revenue review. Additionally, they evaluated the company’s IT systems and executive team. This information, combined with primary and secondary research, resulted in an in-depth report on the company’s current situation and future prospects.
The CDD report highlighted key strengths and revealed some previously unknown weaknesses. After determining that these risks were manageable, the PE firm proceeded with the acquisition, purchasing the company for $45 million.