The most important part of our work is what the leadership team does with it.
Over the years, we've helped companies work through very different business challenges. Here are six examples of how that work helped leadership make important decisions about their future.
Making room for the future meant letting go of the past.
A technology and device company.
Long-established products were competing with emerging technologies for investment, leaving leadership with difficult choices about the company's future. Some offerings dated back to its founding, making those decisions as emotional as they were strategic.
Brandigo helped leadership establish a shared direction, informed by customer and competitive perspectives, and created an internal story that explained where the company was going and why.
Leadership used that foundation to evaluate its portfolio, divest legacy offerings and invest in emerging technologies. The shared story also helped explain those choices to employees and investors and informed the company's market-facing communications.
A successful business needed to choose where its next growth would come from.
A cybersecurity software company.
Strong demand had fueled growth across the cybersecurity industry. But consolidation and advancing technology were changing the market, and the company's leadership saw that the approach behind its success would not necessarily define its future.
Brandigo worked individually with leaders to understand their different views of the next stage of growth. We compared those perspectives with customer conversations and the competitive landscape, identifying where there was agreement and where important choices remained unresolved.
The resulting shared direction provided a foundation for the company to assess growth opportunities and guide decisions about its offerings and technology development as the market evolved.
Three companies had merged. They still needed to become one business.
A private equity-backed technology and services company.
The merger brought together consulting and technology businesses with very different views of customers and value. It made sense financially, but leadership had not yet established what the combined company would become in the market.
Brandigo worked with executives across the businesses, alongside customer and competitive research, to establish a shared direction for the new organization.
That direction helped leadership organize its capabilities and resources around a common future and provided a basis for evaluating subsequent acquisitions.
Partners with different views of growth needed a direction they could pursue together.
A partner-led private equity firm.
The partners brought different perspectives to the firm's growth, shaped in part by the areas of the business each led. Those perspectives created competing ideas about where the firm should expand and how it should distinguish itself in the market.
Brandigo spoke individually with the partners, examined where their views overlapped and where they diverged, and worked with them to establish a clearer shared direction and proposition for the firm.
The resulting foundation gave the partners a common way to assess growth opportunities and consider how new initiatives would strengthen the business they wanted to build.
A collection of successful practices needed a larger business direction.
An advisory and professional services firm.
The firm had grown through specialized practices with different expertise and client relationships. Leadership saw an opportunity to bring those strengths together around a broader role in helping healthcare organizations address workforce challenges.
Brandigo helped establish that shared direction and a clearer basis for evaluating the services and capabilities the firm would need to pursue it.
Leadership subsequently acquired a technology platform that expanded its traditional advisory model, strengthened its capabilities and deepened its reach into academic medical centers and university systems.
A company's greatest success was shaping what it believed it could become.
A leading healthcare knowledge company.
The company's flagship publication had built an exceptional reputation, but it also shaped how leadership understood the business. Expanding beyond it required new capabilities, technologies and ways of operating.
Brandigo helped establish a broader growth direction and developed decision frameworks for evaluating new opportunities and investments.
Leadership used those frameworks to pursue new offerings, including one that required an unfamiliar software licensing model. That decision helped the company reach additional customers and create new revenue opportunities.
