A global specialty fashion retailer needed to transform its supply chain after prior failed transformation efforts and mounting shareholder pressure. The organization faced challenges driving adoption across multiple functions. The need spanned five major brands globally. An Expert applied the Prosci ADKAR change model to support the transformation. The approach included developing targeted training to address specific adoption barriers. Coaching was provided to accelerate uptake across functions and the retailer’s five major brands. The retailer met its aggressive first-year adoption goal. In year 1, 20% of all units used responsive supply chain capabilities. The change approach helped drive measurable adoption across the organization.

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A $30B beverage company faced declining revenue and rising raw material prices that put pressure on margins. The company needed to reduce costs across its supply chain while maintaining performance. These conditions created urgency to find measurable savings and protect profitability. An Expert implemented an improvement methodology focused on reducing cost of sales. The approach was piloted at selected sites to validate impact quickly. The work targeted supply chain cost drivers and established a structured path to cost reduction. The methodology reduced cost of sales by 10% on average at pilot sites within 6 months. The effort ultimately drove an estimated ~$500M reduction in global supply chain cost. These results were achieved over a 3-year period.

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A large hospital system needed to grow revenue-generating operations beyond its core businesses. It also needed to define a 5–10 year vision with prioritized initiatives and target markets. The organization required clarity on where to expand and how to align stakeholders around a long-term roadmap. A fit-for-purpose team of 8 industry experts was assembled to build the expansion strategy. The team developed the strategy to support revenue growth beyond core businesses. It also worked to align the organization around the vision and the initiatives needed to execute. The engagement produced a clear long-term roadmap and a defined 5–10 year vision. It also delivered prioritized initiatives and markets to guide expansion efforts. The 8-expert team was delivered at 60% of the cost of a comparable alternative under consideration.

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A $17B multinational consumer products company faced rising ocean freight costs driven by volatile rates and capacity constraints. Procurement relied on manual, spreadsheet-based processes that limited visibility and control. The company needed a more effective ocean freight strategy to improve transparency and compliance. The company engaged Marblehead Consulting Group to redesign its ocean freight strategy. The approach shifted select volume to a carrier-direct model rather than relying solely on a freight forwarder/broker (NVO) model. The team ran a 14-week RFP using the TenderEasy cloud procurement platform and completed three bid rounds. The program delivered $40.8M in savings, equating to about a 37% reduction in ocean freight spend. The RFP progressed from release to go-live in 14 weeks while completing three successful bid rounds. Transparency and compliance improved through the redesigned strategy and cloud-based procurement process.

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A healthcare technology company’s marketing team lacked the bandwidth and in-house expertise to develop buyer personas for a new nursing compliance product. The team needed credible, launch-ready insights quickly. Without personas, aligning brand messaging and go-to-market plans was difficult. An independent consultant with 18 years of experience at GE, Microsoft, and Novartis was brought in to support the effort. He surveyed the company’s Nurse Advisory Board to gather primary input. He also synthesized existing internal data and researched nursing pain points to build a clear view of the target audience. He produced detailed personas that included demographics, psychographics, and digital lifestyle preferences. The team created eight detailed marketing personas in one week to support the product launch. These personas provided the foundation for clarifying the nursing audience and informing marketing direction. The deliverables gave the marketing team actionable, persona-driven insights to use in launch planning and communications.

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Money Mart operated 700+ retail branches offering financial products and lacked internal expertise to assess acquisition risks. Traditional consulting firms proved time-consuming and ineffective for the evaluations they needed. This created challenges in confidently de-risking potential acquisitions and supporting leadership decisions. Money Mart connected with elite independent consultants who required minimal oversight compared with traditional consultants. They first engaged an expert to evaluate a Canadian acquisition opportunity. After that initial engagement, they expanded use of these consultants across market research and board presentations. The approach reduced risk on acquisition opportunities by bringing in targeted expertise when needed. It also accelerated strategic initiatives without expanding headcount. The independent experts required significantly less project management than traditional consultants, decreasing reliance on traditional consulting management.

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Perch rapidly scaled and quadrupled in size, including hiring 80+ employees in one day. The company lacked an HR department during this growth. At the same time, it risked overpaying for acquisitions without deeper operational diligence. This created pressure to quickly add HR leadership while improving M&A decision-making. Perch used an on-demand expert network to bring in specialized talent and analysis. They hired an HR leader quickly to stand up foundational people operations. The HR leader created Perch’s first parental leave policy and helped secure legal operating authority across multiple states. Perch also engaged an expert analyst to evaluate a manufacturer’s inventory during an acquisition process. The inventory analysis revealed the manufacturer’s inventory was valued at $3M rather than $5M. This insight saved Perch $2M on the acquisition for a project cost of $9,185, delivering a 21,675% ROI. Perch also accelerated hiring by finding an HR leader within hours and starting them shortly after. The team reduced a 46-day hiring timeline to 2 days and secured legal operating authority in 10 states within 2 months.

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Tecomet, the largest contract manufacturer in orthopedics, faced rising operational costs driven by wage inflation post-COVID. The company operated with 2,500+ employees across 16 global facilities, increasing complexity in addressing cost pressures. Leadership needed new approaches to improve visibility into the product portfolio and strengthen planning and execution across the business. EVP Mat Ackerman partnered with external experts rather than traditional consulting firms to evaluate process automation, workforce retention strategies, and procurement optimization. He selected experts with varied skill sets tailored to each initiative. Analytical specialists supported targeted projects, while subject matter experts worked collaboratively with internal teams. The work improved EBITDA through better product portfolio visibility. It enhanced Sales team engagement and produced strategic improvements in Sales & Operations Planning (S&OP). Some fractional consultants transitioned into full-time roles, supporting an agile response to key business issues.

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