Track record
Anonymised, and precise
We do not publish client or employer names. Every case gives the sector and scale, what was wrong, what we did, the result with a number, and how long it took.
8% lower unit cost across the portfolio over two seasons.
A European premium beauty retailer, a portfolio of more than 800 SKUs.
The suppliers had been in place for years. Because the relationships were long-standing, the portfolio had never been properly tendered, and volume was allocated by habit rather than to a plan.
- Ran a structured tender across the portfolio — the first like-for-like comparison the base had been through.
- Replanned allocation, splitting volume by capability and cost instead of by history.
- Kept the incumbents in the process, so the tender created competitive tension rather than a change of supplier.
Over a year, full time and on site.
Nine months from idea to launch, on a project other suppliers had refused. The brand is now in its fifth year.
A niche fragrance brand, first launch, from idea to shelf.
Every filler approached had turned the project down — on the volumes, and on the brief, which as written could not be made. The brand had no route into production at all.
- Reworked the brief into a specification a filler could quote against and produce.
- Found and qualified a filler willing to take the volume, and negotiated the terms.
- Sourced the full pack: primary packaging, secondary packaging and e-commerce packaging.
- Carried out production inspections in person at each run.
Nine months, project based, with on-site production inspections.
A product development process the company runs itself, with one owner per stage instead of three parallel lists.
A start-up consumer brand with no product development process.
Design, marketing and sourcing each worked from their own list. There were no gates, no single owner per stage and no shared view of where a product actually was.
- Set up product lifecycle management from concept through to end of life.
- Selected and implemented the product development tools the team now runs on.
- Defined the stages, the gates and the owner at each one.
- Onboarded the internal design, marketing and sourcing teams onto the process.
Six months, project based, two days a week at the office.