What getting it right looks like.
Real engagements. Real outcomes. Real numbers.
Unlocking Intrinsic Value Through Transformation
A multi-billion-dollar privately held Australian big box retailer with a joint-venture franchise structure — 100+ stores with individual control over buying, pricing, and assortment planning. The owner wanted to sell for $1B. ROIG's analysis determined it was valued at ~$550M. The franchise model and decentralized decision making were standing in the way.
"The model that had built the company's success was in its way of achieving its next stage of growth."
- Moved from 94% program resistance to 100% successful adoption
- Realized $200M benefits case
- Company sold for ~$900M
- 5-year consecutive customer service award winner in Australasia
- Winner of Employer of Choice for the first time
"I was by no means a fan of this process at the beginning of the program, but I now see not only the value to my own pocketbook, but the reputational value to the company."
— Joint Venture Partner, Melbourne
Unlocking Intrinsic Value Through Optimization
A bank with ~$7B in assets whose portfolio included a large Payments Prepaid business, Tax, Consumer Lending, and a newly-acquired commercial lending business. The company was acting like a GROW company when it was really an OPTIMIZE company. The market believed the company would be less profitable tomorrow than it was today.
"The company was acting like a GROW company when it really was an OPTIMIZE company — and the market already knew it."
- Stock moved from $19 to $39 per share in one year
- $1.2B market capitalization opportunity identified
- ~600bp improvement in efficiency ratio
- Payments division had its best year ever and acquired new key strategic partners
- Right people in the right roles doing the right work in the right way
"So you're saying we're speaking and acting like a GROW company when we should be speaking and acting like an OPTIMIZE company!"
— The CEO
Maximizing Network Optimization, Integrated Business Planning & Commercial Excellence
A U.S.-based multi-billion dollar vertically integrated publicly traded heavy manufacturer. In late 2020 the client declared intent to optimize their network — moving from decentralized to centralized S&OP, closing one of their largest mills while opening two others, with planning processes that were disparate, ad-hoc, and lacking visibility. A large disconnect existed between sales and operations.
"ROIG identified an ineffective Adhocracy with significant gaps to best practices in both SIOP and Sales — and a SIOP organization failing to bridge the gap between sales and operations."
- $25M in EBITDA savings within the first year
- On track to $15–$30M in incremental EBITDA from logical network optimization
- Improved in-stocks by +600bps while reducing non-stock inventory by 40%
- Lowered logistics and conversion costs by $50M by year 3
- Better connected strategy to planning — and planning to execution
"We found ourselves speaking in platitudes and bumper stickers before. We are now having the right conversations — more focused and definitely more impactful. We can connect ideas to execution."
— Chief Supply Chain Officer
Overcoming Apathy to Drive Sales Capability
The largest household appliances and electronics big box retailer in Australia with a joint venture franchise model and a commissioned sales force. The client had material performance gaps from one location to the next. The current reporting system did not identify the biggest areas of opportunity. The discovery process demonstrated significant leadership gaps contributing to the problem.
"The dominant enemy was apathy — not resistance. The organization was data-rich but analytics-poor, and the change required building an entirely new sales capability while navigating independent JV operators."
- Moved from lacklustre adoption to full adoption across all 100+ locations
- Solutions-based selling lifted ASP and UPT/attach — contributing to highest margin rate and dollars in company history
- Company received prestigious Canstar & Roy Morgan customer service awards
- Surpassed the full benefits case
- Sales team members saw increased compensation; improved employee engagement
Every one of these engagements started with one question: what is the company's true designation — and is leadership acting accordingly?
The most expensive strategic mistake a leadership team can make is acting like a GROW company when they are really an OPTIMIZE company. Getting the designation right is the foundation of everything ROIG does.