We deliver selective strategic counsel to leaders facing consequential decisions in regulated utilities and infrastructure, logistics and supply chain, higher education and workforce development, social sector and foundations, and real estate. Engagements are scoped tight enough to protect focus, and structured to produce results that hold after we leave.

Financial Diligence & Performance Improvement

Financial diligence and operational turnaround for organizations under pressure to improve returns. Capital planning reviews, funds-from-operations optimization, cost structure redesign, and asset utilization improvements for regulated industries, logistics operators, and multi-site education networks.

The client, a large utility company in the Southeastern U.S., was under pressure to improve capital planning processes and increase its funds from operations (FFO) to remain competitive in a highly regulated environment.

A national B2B logistics company, generating $1.5B in annual revenue, was struggling with declining profitability due to operational inefficiencies and underutilized assets. The client needed to turn around operations to become more competitive.

Southeastern Electric Utility

A network of over 80 higher education institutions was facing declining enrollment, challenges with student outcomes, and pressure to optimize operational efficiencies. The institutions also needed scalable solutions to improve access and reduce costs for underserved students.

B2B Logistics Client

Higher Education Network

Strategic Planning

Multi-year strategy for leadership teams facing ambiguous, consequential decisions. We pair McKinsey-caliber analytical rigor with the specificity that comes from working inside regulated industries, foundation capital structures, and mid-market operating realities. Every strategy carries an implementation shape, not just a set of recommendations.

A major philanthropic organization, managing over $1B in assets, partnered with local government to tackle a growing affordable housing crisis in the city. The organization sought to refresh its five-year strategy and secure additional funding to support affordable housing and place-based initiatives, particularly in areas at high risk of displacement.

Utilities worldwide were under pressure to adapt their infrastructure to both regulatory incentives and the evolving environmental challenges of renewable integration and climate resilience. This engagement required a global perspective, considering the unique needs of different regions, such as the Southeastern U.S., prone to hurricanes, and Scandinavian countries, with their harsh winters.

Philanthropic Organization

From March through June 2020, a regional business partnership in the Southwestern US sought guidance on mitigating the economic impact of COVID-19 while balancing public health and business continuity. The goal was to assess economic performance in real-time and help local leaders make informed decisions about business operations.

Utilities Strategy

Economic Sustainability Strategy

Leadership Advisory and Organizational Improvement

Leadership transitions, C-level team design, and governance advisory for organizations navigating growth, succession, or structural change. Work spans executive onboarding through board readiness for regulated-industry boards and purpose-driven organizations.

A leading third-party logistics provider was focused on supporting its growing base of retail and eCommerce clients during a period of significant growth in late 2018 through mid-2019. The company needed to optimize its Client Success Team and enhance logistics operations across its U.S. fulfillment sites to keep pace with rising demand from industries such as home decor and large retail.

In the summer of 2019, a nonprofit foundation focused on revitalizing communities in a major city sought to refresh its strategy after five years of operations. The foundation aimed to reassess its role in key impact areas, including mixed-income housing, cradle-to-career education, health and wellness, and safety and security.

Logistics & eCommerce Sector

In Q1 of 2020, a major third-party logistics (3PL) provider appointed a new CEO during a critical growth phase. The CEO was tasked with optimizing the C-level leadership team to support the company's long-term growth goals, especially as the company focused on expanding its omnichannel and eCommerce logistics capabilities.

Nonprofit Sector

Logistics & eCommerce Sector

Portfolio

Financial Diligence & Performance Improvement

Strategic Planning

Leadership Advisory and Organizational Improvement