Blue Iris Consulting can help unlock your growth potential. The following case studies illustrate what amazing people can do, when we work together…

Delivering Hyper Growth

  • A major technology hardware company had a bold objective to increase premium product sales globally by 300% in 9 months.

  • By introducing industry-leading go-to-market programs, winning retail shelf space, rethinking product-market fit, and constructing new ecosystem partnerships, we beat even the most optimistic goals and delivered 500% growth in premium product sales.

  • The results were substantial margin improvement and share gains in market. The same approach became a blueprint for future product initiatives, with equally effective results.

Re-Architecting the Talent Pipeline

  • In a 200 person operations group, I identified philosophical and structural impediments to growing the next generation of leadership talent.

  • Through a series of off-sties, I helped the Operations Leadership Team to build a new “Talent Pipeline” Program.

  • The program included a re-framed approach to screening and hiring, new lenses through which to build a succession plan, targeted growth and development assignments and cultural role modeling of a previously under-valued “growth mindset” across the leadership team.

Transforming a Business

  • We transformed $3B business - with declining share - into a growth business with near double-digit gains within an 18 month horizon.

  • The turnaround began with diagnosing the root cause of declines. Those included ineffective segmentation, sub-optimal product-market fit, and lackluster cross-group alignment.

  • Working across marketing, sales and product teams, we built a new segmentation strategy supported by re-imagined sales and marketing initiatives.

  • The result was a winning strategy, coupled with the tight cross-group execution that is the hallmark of an effective go-to-market.

Strategic, Customer Relationships

  • In a highly competitive environment, I observed an unhealthy volume of business hinged on late-in-cycle pricing discussions. The result was margin erosion over time.

  • I worked closely with Sales Account Executives to map strategic business priorities for their customers against corporate strategic objectives.

  • Once strategic alignment was established, I helped to build multi-year agreements that delivered customer value beyond the price vector.

  • The resultant long-term alignment changed the nature of customer discussions and was margin and share accretive.