A short selection of anonymized engagements across leadership transitions, scaling walls, post-acquisition complexity, and go-to-market reinvention.
Case Studies
Sprint + Fractional
Second-generation family-owned industrial manufacturer
The situation
A second-generation family-owned industrial manufacturer was watching sales decline on a portfolio built around legacy products with a shortening runway.
A more innovative, data-driven product line existed inside the company, but the team could not articulate what it was, who it was for, or why it mattered.
The work
A two-week Diagnostic surfaced the real problem: the company was not selling a widget anymore. It was selling data, and the buyer had not changed, but the communication had to.
A six-month Sprint followed, including customer interviews, repositioning, value proposition work, web presence, sales enablement, webinars, CRM rules, and an operating model the team could run.
The outcome
The repositioned product line led company growth over the following year, contributing a 20% lift in overall sales.
“Colleen was the best marketing investment we ever made.”
— VP of Sales & Marketing
Fractional Strategic Partner
Fortune 500 services company
The situation
Two leaders went out on maternity leave at the same time. The VP of Marketing and the Director of Marketing were both due within weeks of each other.
The team needed senior coverage for five months while the existing marketing plan kept moving.
The work
One month in, the company lost its largest customer.
The engagement shifted from communications maintenance to building a demand generation engine in real time, including CRM cleanup, marketing automation, campaign planning, and new business prioritisation.
The outcome
By the time the VP and Director returned, a working demand generation motion was already producing pipeline against the lost revenue.
The demand generation function continues to run and produce results today.
The common thread
Every engagement looks different from the inside.
From the outside, the patterns are remarkably consistent.
Leadership changes. Growth stalls. Acquisitions create complexity. Teams inherit systems they did not design. The work is recognizing the pattern quickly, building the operating model that fits it, and helping the team move forward with clarity.