Strategy work
Work that had to hold up in front of a board or an executive team. Three examples, by type, and the shape of what each one produced.
Most of this is in-house work from over twelve years at PIMCO and Kraft Heinz, written up by type. Company names, deal names and figures are left out. The images are illustrative samples built from public sources, or screens from a research platform I built. Each one is labelled.
01 · In-house, Global Strategy, 2024–2026
A global strategy taken to the board
The situation
A global food portfolio needed one nutrition and ingredient strategy across four regions, while the regulation underneath it kept shifting, including changes in U.S. health policy. The board and the executive team had to decide on it, and brand teams in every region had to live with it.
What I did
I built the strategy, owned it, and presented it to the Board and the Executive Leadership Team. I assessed the regulation in all four regions and what it meant for the portfolio, and worked with brand teams, the executive team and Government Affairs on brand plans that balanced growth against company-wide targets.
What came of it
One strategy the board and the executive team had seen and decided on, and one set of rules that kept the regions consistent.
See a sample board deck (PDF, 18 pages) →
Illustrative sample, built from public sources for a hypothetical company. Not client work.
02 · In-house, Global Strategy, 2024–2026
A governance and risk framework for a product portfolio
The situation
A large portfolio had to meet nutrition guidelines and targets everywhere it sold, while the brands kept growing. That needed rules every team could apply the same way.
What I did
I developed and implemented a global governance strategy, including a risk framework, so every product could be checked against the guidelines and the targets and kept in line with its brand strategy.
What came of it
A framework in place across the portfolio, built to cut risk while leaving room for growth.
See a sample integration plan (PDF, 21 pages) →
Illustrative sample, built from public sources for a hypothetical company. Not client work.
03 · In-house, Global Strategy, 2024–2026
A multi-year growth plan for a division
The situation
A health and wellness division needed a growth plan that looked years out. Not one budget cycle. It also had to be sized well enough that the division could commit to it.
What I did
I designed multi-year growth strategies for the division across new products, new markets and portfolio choices, and then carried them through execution.
What came of it
A long-range plan with a projected sales target out to 2030 that the division could steer by.
See a sample assessment (PDF, 19 pages) →
Illustrative sample, built from public sources for a hypothetical company. Not client work.
Related
Board-ready strategy deck →Category and market assessment →CPG strategy →