An FMCG company with an extensive lineup of over 15 brands, produced across three plants, was encountering difficulties.

Its vast portfolio and diverse efforts spread across multiple projects resulted in insufficient funds for ATL and BTL initiatives to drive key brands.

Internal teams were primarily focused on their individual objectives, leading to a lack of collaboration and a challenge in finding effective solutions for the business.

My role was to foster unity among the teams, identify efficiencies, and uncover strategies to boost overall effectiveness.

The ultimate goal was to generate more funds that could be invested back into driving the business forward.

To address this, I involved stakeholders from diverse functions, including manufacturing, sourcing, customer insights, commercial and brand teams.

I organized a series of live and virtual workshops and “gamified quests” designed to unify team efforts and stimulate innovative ideas for managing the business in a more effective and efficient manner.

These efforts resulted in a team united by a common purpose – driving the business forward.

Levels of collaboration improved considerably, resulting in over 200 innovative ideas.

Implementation of these ideas generated $14MM in savings and efficiencies, which were then reinvested into the business.

• Workshop facilitation
• Remote workshop facilitation
• creative problem-solving
• Process Analysis
• Business & Operational Analysis
• leadership
• Consumer Goods

• Retail and Consumer