International Strategy Consulting

Selected experience

Evidence from strategy through delivery.

Selected outcomes delivered by our consultants in previous executive, advisory and transformation roles.

How to read these outcomes

Different disciplines, one delivery standard.

These examples were delivered by our consultants in previous executive, advisory and transformation roles. They demonstrate experience across the three realities that international expansion must connect: customer and market relevance, organisational delivery and business performance.

Client identities remain confidential where permission to publish has not been agreed. Metrics are presented with their relevant scope rather than as consultancy-wide performance guarantees.

01 / Fashion & omnichannel+40%

Digital growth through market and channel alignment.

A fashion business needed a more coherent relationship between brand, e-commerce, retail and international growth priorities. The work connected digital execution with the wider commercial proposition instead of treating e-commerce as an isolated channel.

Selected contribution

  • Digital and e-commerce strategy
  • Brand and channel alignment
  • Omnichannel and marketplace development
  • Performance priorities and implementation

Result: year-one to year-two e-commerce growth of 40%.

02 / Organisational change420

Complex relocation with service continuity protected.

A large-scale organisational move required structured coordination across people, operations and stakeholder communication. The continuity requirement meant that sequencing, ownership and risk management had to remain visible throughout implementation.

Selected contribution

  • Programme and change coordination
  • People-impact planning
  • Cross-functional implementation
  • Risk and continuity management

Result: 420 people relocated with no service interruption.

03 / Business performance−15%

Cost-base reduction supporting a return to profit.

A business-performance programme connected financial evidence with operational priorities and management action. The objective was not cost reduction in isolation, but a more viable operating base supported by clearer controls and accountability.

Selected contribution

  • Financial and operating review
  • Cost and control priorities
  • Governance and accountability
  • Implementation monitoring

Result: a 15% cost-base reduction supporting a return to profitability.

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