Work that moved the number

A global brand owner navigated the exit of a decades-long operating partner that controlled the local business and held deeply embedded commercial interests across the operation's value chain, ultimately triggering a competitive sale process that far exceeded original expectations.

A global financial institution's custody services division recovered margin lost to unfulfilled asset commitments and unpriced service costs, rebuilding commercial discipline across relationship teams in multiple regions.

A global manufacturer negotiated and structured a joint venture with a politically connected local conglomerate to build production capability in a high-growth Asian market, navigating brand architecture, competitive overlap, regulatory complexity, and cross-border governance standards.

A global pharmaceutical company defended and restructured the pricing framework for a major therapeutic at renewal, aligning 20+ stakeholders across functions and geographies on a strategy covering up to $1 billion USD in annual revenue.

A global health and beauty brand executed a clean distributor exit with payment received, onboarded a tier-one replacement partner, and avoided retaliation or price disruption during the transition.

A tier-one FMCG manufacturer broke a one-year contract cycle with a global retailer, securing the first three-year framework with fixed guarantees materially reduced and incentives tied to performance.

A global alcohol manufacturer landed its first meaningful price increase in a deflationary market, maintaining portfolio integrity with one contained delisting.

A premium food consumer goods brand reversed a stop-ship order from its largest customer within one month and converted seasonal placement into year-round business.

A global non-food consumer goods manufacturer landed a double-digit price increase across 11 APAC markets simultaneously, holding concessions within guardrails and avoiding retaliatory delistings.