Business Challenge
A Fortune 10 global CPG needed to lead a large-scale transformation post-merger and acquisition to define scopes, ways of working, and reduce redundancies in a 35 brand portfolio.
Leadership decisions
Established alignment across business and technology stakeholders on technology infrastructure and investments to bring us into alignment with global counterparts.
Restructured roles and scopes into a new Product/UX organization, merged redundant teams and scopes, and established playbooks and processes for teams to partner efficienty.
Upskilled junior talent to leadership roles within product, UX, and research - improving visibility and influence over respective lanes.
Developed governance and accountability mechanisms.
Connected strategic objectives with operational initiatives.
Implemented end-to-end tracking and visibility for portfolio of initiatives.
Business Impact
HR defined new career paths for new roles and scope across the US Market.
Team launched first customer-facing vibe coding product within the global market.
KPIs for respective product releases were met or exceeded, for example, automated merchandising on websites reduced manual input and time 40 hours a month per brand.
Advisory Perspective
Large-scale transformation depends on more than a good strategy. It requires governance, decision-making structures, organizational alignment, and clear accountability. It requires buy-in from all leaders across the table and embedded within respective teams to realize impact from a transformation.
