Effective strategies to actually achieve your goals.
Every business is different. You need tailor-made strategies to achieve results for your organization, that are grounded in facts, research, analysis and best practices, rather than pursuing biases, past mistakes, chaos, pretty vs effective, generic visions, or dreams.
I excel at helping transform organizations by working with senior leadership to develop a clear vision & smart strategies, new ideas, aligning cultures with business strategy, building world-class brands, and helping to connect your brand with your optimal customer’s needs and values to grow.
My experience will help you develop a competitive perspective beginning with an assessment of the current market, probable scenarios, growth opportunities and range of impacts. I have worked with clients from many different industries and sectors to create growth strategies, from small businesses to large Fortune size corporations.Here are just a few:
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Has changed the way we travel.
The first Airbnb rental ever, rented out 3 air mattresses on the floor of co-founders Brian and Joe’s apartment. They made $80 per guest. It seemed like a great idea for a startup, so they put up a website and started inviting other people to list their own mattresses for hire. It didn’t go so well, so desperate for awareness, they started selling ObamaO’s cereal to promote the site.
Going broke with just a few listings, the co-founders took their camera, and knocked on the doors of each of their NYC listings, They took styled pictures of the inside of each apartment, then touched up the photos, and uploaded them to their website in place of the bland photos the owners had taken. Within a month of implementing this new strategy – sales doubled – then tripled. The rest is history.
Airbnb now has 5 million lodging options across 81,000 cities in 191 countries with 300 million sold nights and $41 billion earned by Airbnb hosts, Airbnb is valued at $38 billion.
A new model for cleaning dirty®
People against dirty®. Method was founded by two childhood friends with an idea to revolutionize the cleaning world with stylish, eco-friendly products made with non-toxic ingredients.
This was a radical idea at the time, Like most groundbreaking ideas, sales were tough, with its first eventual sale: four cleaning sprays to Mollie Stone’s grocery store in Burlingame, California.
A new upstart in a 100 year old, saturated industry required a bold strategy.
"Design," earth friendly at a time awareness was growing, making social and environmental change a company objective, and doing the exact opposite of the traditional cleaning product companies was the answer.
After convincing and enlisting designer Karim Rashid to help design packaging, Method convinces Target to test its cleaning sprays and dish soaps in 90 stores. 7 months later, Method launches in Target stores nationwide, and is now the world’s largest green cleaning company, acquired by SC Johnson in 2017..
Has changed the way we move from point A to point B.
It was a radical idea at the time, and in 2010 Uber launched in San Francisco with only three cars. Uber is founded on disruptive ideas and technologies, and after several tumultuous years of explosive growth, and constant controversy make it one of the most fascinating companies to emerge over the past decade.
Uber at 10 years, grew to become the highest valued private startup company in the world.
In addition to helping you get from point A to point B, we're working to bring the future closer with self-driving technology and urban air transport, helping people order food quickly and affordably, removing barriers to healthcare, creating new freight-booking solutions, and helping companies provide a seamless employee travel experience.
Went from small potatoes to global leader in the world's biggest sport.
Nike was a small player in the world of soccer (futbol), dwarfed by its powerhouse competitor Adidas. In 1994 Nike took a controversial risk everything soccer strategy from a non-entity to arguably the world's biggest soccer brand.
In 1994, the year of the World Cup, Nike co-founder Phil Knight, then-company president Tom Clarke, chief Sandy Bodecker and soccer sports-marketing director Cees van Nieuwenhuizen signed the contract in 1996 with the Confederation of Brazilian Football, Brazil's national soccer team for a rumored $160 million. Nike now pays the Brazilian Federation approximately $40 million per year.
The 1994 World Cup served as a catalyst for the company's entry to the game much of the world knows as futbol.
Cristiano Ronaldo, who was 17 during that World Cup, would go on to be the focal point of Nike's early soccer marketing, is now as visible at the company's headquarters as Tiger Woods, Michael Jordan or Mia Hamm.
Soccer accounts for $2.27 billion of the Nike's nearly $28 billion in revenue.
Changed the way we buy.
PayPal was established in December 1998 as Confinity, a company that developed security software for handheld devices founded by Max Levchin, Peter Thiel, Luke Nosek, and Ken Howery. In March 2000, Confinity merged with X.com, an online banking company founded by Elon Musk.
There are two pillars of strategic success to PayPal’s strategy and growth. Luck and gravitas. They got lucky when they accidentally became the favored payment provider for eBay transactions.
This was followed a few years later by their $1.5bn acquisition by eBay.
They then went on to make a series of deals with other online retailers along with their second pillar of success, Partnerships with banks and credit card companies, a big risk at the time.
Today, PayPal has 26% of online purchase market share (debit cards have 12%) in the US – and 62.7% of the eWallet space. Almost all of that growth has come from their direct relationships with merchants large and small.
Built impressive rapid market adoption.
One of the most impressive rapid adoptions of any technology was Google's strategic move to 'give away' its android smartphone operating system for free creating significantly lower cost and faster time to market for many companies including Samsung and virtually all mobile device manufacturers, except Apple. .
Not only did it prevent Apple from having a near-monopoly, it saved Google’s core search engine business as traffic moved from computers to phones.
It also provided new opportunities for growth. How often does a single business decision severely damage competition, save a core business from extinction, while opening up impressive new growth opportunities all at the same time?