A multi-brand regional retail group had grown through acquisition but lacked a single strategic direction.
The Challenge
Five business units competed for capital with no shared view of where the group should play or win.
Our Approach
We ran a twelve-week strategy sprint: portfolio review, market sizing, and a capital allocation framework tied to a single group strategy.
The Result
Leadership aligned on a three-brand core, reallocated capital, and improved group operating margin within two quarters.