Strategic roadmap for an international conglomerate with rapeseed oil mill in Germany producing biodiesel and other derivatives for the spot market.

Client needed support in preparing the facility’s management to diversify the business by adopting strategic planning that would allow for a more downstream approach.

They faced a lack of experience with longer-term planning and production cycles, demanded extra mile for capacity building.

Provided a better understanding of the plant’s as-is and to-be organizational structure, processes and expertise that would facilitate a transformation considering limitations.

Co-created a multi-year strategy and developed a governance model to sustain the strategic approach through extensive, detailed training sessions and support tools.

Ensured that the PMO and the governance got off the ground and capable of incorporating strategic vision along with daily operations.

Client gained a clear path for moving the business downstream – getting closer to final customers and reducing dependency on the spot market through a more differentiated portfolio, including a strategic roadmap involving 10 different areas and 100% of the portfolio.

Inspired a much-needed shift in mindset among 15 key professionals beyond a strictly day-to-day view, with client now able to consider and address relevant macro-trends in planning.

Detailed strategic roadmap for a global player in area of agricultural inputs seeking to enter highly diverse and complex Brazilian agribusiness market.

Comprehensive market entry plan with granular analysis delivered, allowing clear assessment of no/no-go scenarios.

Highly complex and diverse market, differentiated by region and client type, required understanding the complexities, dynamics and necessities of each specific region, as well as local mentalities and key decision-making factors.

Partner on the ground to deliver comprehensive and market scan, differentiated by diverse regions and customer types.

Mapped complexities of local market across geographies and sub-markets.

Identified dynamics, needs and challenges of each specific region, interviewing farmers, distribution partners and other companies.

Delivered an end-to-end vision, including critical logistics factors and tax implications.

Client gained clear picture of the best possible ways to enter the Brazilian market, arriving at two scenarios based on an initial mapping of 8 potential investment alternatives.

Critical qualitative elements of market dynamics, mindset and decision-making factors also included so client could grasp the mentality of target consumers, beyond the numbers.

Go-to-market strategy for a multinational industrial and agricultural input provider seeking to grow aligned with their long-term objectives and 5-year plan.

Design a continental yet individualized strategy to encompass countries in the LATAM operation, with different characteristics in crop systems, market size and positioning, strategic attractiveness etc.

Manage impacts project would have among countries – some positive and others negative, overcoming different levels of anxiety and change-management challenges.

Gained a detailed understanding of company’s current commercial model and the market perspective, identifying internal and external opportunities.

Segmented existing clients/countries by behavior and attractiveness, including market sizing, performance and strategic objectives by cluster.

Prioritized investments, with a consolidated LATAM view, based on initiatives from every country to maximize ROI.

Full review of “guard-rails” for implementation, with best strategy for each sub-region.

Recommendations increased sales by 13-20% for LATAM operation, with similar increase in EBITDA and a slight decrease in percentual profitability.

Prioritization of profitability in non-strategic countries and fostering growth in key countries in the region, with potential revenue through the segmentation estimated at 10 million USD.

The LATAM team capacitated and gained ownership for each step of the methodology, which was even replicated in other internal projects of the company..

Due diligence for a private equity firm seek to expand in agribusiness via the acquisition of two retailers focused on agricultural input and animal feed.

The client sought to address a national market totaling 3 billion USD.

A high number of key stakeholders (15 partners) had to be carefully addressed along with the fact that the companies were technologically behind.

Conduced due diligence focused on market potential, a review of distribution channels and potential for geographic expansion.

Mapped operational synergies and value levers, considering an estimated reduction of 6-10 million USD in stock spending.

Structured an integration plan for the two companies for the first 100 days, with details on critical activities and a communication plan for internal and external audiences.

Maximized the financial return and perceived value for the client through the centralization and structuring of an integrated purchasing a

Client gained a detailed store expansion plan focused on existing operational regions.

Clear plan for the future based on identification of needs for new animal feed production plants to optimize the positioning of existing stores and plants.