Every organisation is different - but many of the challenges are the same
Experiences I now put to work for business owners, managers and teams facing growth, transformation and turnaround.
Turnaround of one of the Group's most complex business units
Nine general managers in eight years. Over £120 million in turnover. More than 600 employees.
The Challenge: Underperformance, a deteriorated internal climate and low levels of employee engagement had progressively weakened the organisation in one of the Group’s most challenging markets.
The approach: Commercial strategy redefined, management strengthened and team alignment rebuilt. Leadership developed and greater execution discipline introduced, guiding the organisation through a deep and lasting transformation while new growth opportunities were identified and pursued.
Results
- Revenue growth 15% above market benchmark
- Profit contribution to the market more than doubled (2X)
- Customer Satisfaction up 24%
- Staff Experience brought to the highest level ever recorded by the unit
Results
- Franchisor audit: positive outcome
- Successful opening and consolidation of the Group’s first store in South America
- Capabilities and leadership developed to sustain regional expansion
- Active contribution to the preparation of subsequent openings in Chile and Colombia
“Not a new store in an established market. A brand-new market, from zero, with no local playbook to lean on. Anyone who’s done a launch like that knows how much can go wrong and how few people can actually hold it together. Giuliano did.”
Jaime Necochea, Business Navigation and Operation Manager IKSO
Launch of an international brand's first store in South America
First store in the continent. Over 300 employees. A strategic international expansion project.
The Challenge: The first store opening in South America was a pivotal milestone in the brand’s international expansion plan. Following the departure of the manager originally appointed to lead the project, it was critical to secure a successful launch and build a new organisation from scratch in a completely new market.
The approach: Taking on full responsibility for the store, I led its opening and development through the first eighteen months of operation. In parallel, I supported the preparation of the second store in the country and contributed to leadership selection for entry into a second market in the region.
Development and execution of a new B2B market strategy
An under-served segment. An opportunity to turn into a real business.
The Challenge: The B2B market represented a significant growth opportunity but had historically been underdeveloped. The organisation was strongly consumer-focused and lacked a dedicated strategy, capability set or services for business clients.
The approach: Market potential assessed and a dedicated strategy defined. A specialist team was created, dedicated resources allocated and new services developed to meet professional clients’ needs. A proactive commercial approach was launched in parallel, building direct relationships with businesses and professionals.
Results
- B2B segment sales +400%
- A new growth engine created for the organisation
- Positioning in the professional market significantly strengthened