Big Problem When commercial investment in marketing budgets was reduced by approximately 40%, leadership still expected the business to maintain growth across five business units. Symptoms We need to be more strategic with spend. I need you to focus on near-term revenue. How do we know what actually generates revenue? The Context We had reached the point where intuition wasn't enough. Every commercial investment in campaigns, trade shows, websites, sales enablement, customer

Big Problem Marketing, sales, product, R&D and commercial priorities competed for attention without a shared framework for evaluating their impact on revenue. Symptoms CEO: Why do we have a this post on social media? We are selling CTs, not dogs licking ice cream cones. CFO: I see activity, but no results - where are the results? Controller: But what do we expect to get out of this spend? The Context Functional planning emphasized departmental activity rather than enterprise

Big Problem Colleges and universities faced mounting enrollment declines and increasing financial pressure. Although the marketplace offered new opportunities for collaboration, many institutional leaders viewed it as primarily a mechanism for exchanging courses rather than as a strategic tool for strengthening financial stability and expanding institutional capacity. Symptoms We are looking for ways to stabilize enrollment We need to ensure against “the cliff” How do we crea

Big Problem Highly capable platforms supported numerous applications, customer types, and buying motivations. Commercial teams attempted to communicate every possible capability, making it difficult for prospective customers to quickly understand where the solution created exceptional value. Symptoms We can do everything We don’t want to leave an application behind What if focusing on one use case turns away other customers? The Context Product breadth diluted customer unders