by demo3 | Dec 18, 2025
A Fortune 100 power generation business faced slowing momentum and an increasingly complex global market. Leadership lacked a disciplined basis for deciding which customer segments, applications, regions, products, and services deserved priority—and how commercial choices should shape manufacturing and investment decisions.
We worked with the executive team to build a fact-based growth strategy that translated directly into execution. The work combined customer and market segmentation, competitive assessment, internal performance analysis, and financial modeling to identify the most attractive opportunities and the company’s strongest right-to-win.
The strategy clarified where to compete, how to differentiate, which offerings to emphasize, and how to align sales coverage, product priorities, and manufacturing footprint with the economics of each segment. It also gave Marketing and Sales a practical decision framework for allocating effort across regions, channels, and customer types.
Rather than producing a broad strategic aspiration, the engagement created a focused growth agenda tied to specific market choices and operational implications. The business entered the subsequent downturn with clearer priorities and a more disciplined approach to profitable growth.
As the strategy was executed, the division regained momentum after the recession trough: revenue increased 31% and EBIT rose 123% in the subsequent two years.
by demo3 | Dec 17, 2025
The Cardiac division of a multinational medical device manufacturer managed a broad and diverse R&D portfolio spanning multiple technologies, markets, and time horizons. Following the development of a newly revised business strategy, division leadership recognized that the existing R&D portfolio—and the processes used to fund it—were not fully aligned with the strategic priorities of the business. Without clearer alignment, decision-making was difficult, investment tradeoffs were contentious, and the portfolio risked diluting impact across too many competing initiatives.
We worked closely with senior leaders across R&D and Marketing to translate the business strategy into a clear, actionable framework for portfolio decision-making. The effort began by framing a set of explicit portfolio objectives and securing alignment among cross-functional executive stakeholders on what the R&D portfolio needed to deliver over time. This created a shared foundation for evaluating tradeoffs across projects, programs, and investment horizons.
Building on that alignment, we developed a consistent set of project and program funding criteria designed to balance strategic ambition with disciplined execution. These criteria incorporated projected financial returns, market timing considerations, technical and regulatory risk, and the appropriate mix of near-term, mid-term, and longer-term innovation initiatives. Importantly, the criteria enabled apples-to-apples comparisons across very different types of R&D investments.
To ensure the approach was sustainable, we also designed a forward-looking governance and funding process that embedded these criteria into how decisions were made. The new process clarified roles, reduced subjectivity, and significantly minimized the political friction that often accompanies portfolio funding discussions, while increasing the speed and quality of decision-making.
The resulting R&D portfolio criteria and governance process were successfully implemented across the division. While the full financial impact will unfold over multiple years, executives report that the new approach is already delivering meaningful benefits—bringing clarity to investment decisions, improving cross-functional alignment, and enabling leadership to manage the R&D portfolio with greater confidence and effectiveness.
by demo3 | Dec 17, 2025
Following its separation from a Fortune 200 global manufacturer, a newly formed $300 million company faced a defining moment. The incoming CEO was charged with doubling revenue and profit within four years, fundamentally reshaping the organization’s culture toward speed and growth, and standing up independent operating platforms and processes previously provided by the parent company. Success required both strategic clarity and rapid execution.
We partnered closely with the CEO and the executive leadership team to quickly develop a comprehensive strategy and execution roadmap. The work began by establishing a clear vision, concrete growth goals, and a small set of strategic pillars to guide decision-making. In parallel, we defined the cultural shifts required to support faster execution, sharper accountability, and a growth-oriented mindset across the organization.
To focus resources where they would have the greatest impact, we conducted detailed market segmentation and rigorously assessed and prioritized opportunities based on their ability to deliver the required growth trajectory. These insights informed clear choices around which product development initiatives were essential to winning in the most attractive markets. We then built integrated financial models to test and validate the revenue and profit trajectory, ensuring that the strategy was both ambitious and achievable.
The effort culminated in a detailed execution plan that translated strategic intent into a set of prioritized initiatives, timelines, and ownership, enabling the leadership team to move decisively.
The result was an engaged and aligned organization, unified around a small number of critical strategic priorities and fully focused on delivering the aggressive revenue and profit targets set by leadership. They launched a new product category, becoming the first company UL-certified for it, and EBITDA margin improved to over 15%.
by demo3 | Dec 22, 2025
This $1b division of a global manufacturer had developed a new technology which had the potential to provide future competitive advantage. However, it could also undermine margins in its existing businesses. The team was struggling to bring the technology to market, and — as costs mounted — patience from the executive suite was running short.
SOLUTION:
We worked closely with both the senior executives and the business team responsible for commercializing the new technology, to:
- Analyze the market and its competitive dynamics, and then identify new business model opportunities — specifically, to sell individual components of the new technology instead of a complete power generation system
- Help them realize that the technology was better suited to be a part of a different product, in an application for customer segments that they didn’t usually serve
- Redirect their sales and marketing efforts as well as manufacturing outputs on these newly targeted customers and applications
RESULT:
The emerging business unit won renewed commitment and confidence from the executive team — and due to this business model reframing they soon won an $8MM contract to supply a vendor of specialized military products to the government.
by demo3 | Dec 22, 2025
This company’s sophisticated enterprise software for industrial/manufacturing organizations requires significant professional implementation services to integrate with clients’ product development processes. Yet, these complex projects had no engagement models or governance mechanisms to help guide them to successful completion. Eos consulting was engaged to develop these models and mechanisms in order to increase sales, better set/manage customer expectations and reduce re-work.
SOLUTION:
Working with the client’s key executives and cross functional project team members, we:
- Assessed the key client (and client’s customers) needs and determined that a customer-tailored client diagnostic and engagement model was required
- Developed a robust client diagnostic (to determine appropriate engagement “level”) and governance templates (decision rights, processes, metrics, etc.)
- Beta tested the diagnostic and templates with 3 of their top customers
- Assisted with new diagnostic and engagement model roll-out by detailing the test and communications plan, developing training materials and conducting training classes for globally distributed Sales and Professional Services personnel
RESULT:
An implemented methodology (named Value Centric Engagement) that enabled the company to custom-tailor the appropriate engagement model and governance blueprint for each client, based on that client’s needs and capabilities (with the ability to update and improve the blueprint over time as experience accumulates). This program resulted in a 25% reduction in re-work and helped the company increase revenue by 35% in the 3 years post implementation.
The Cardiac division of a multinational medical device manufacturer managed a broad and diverse R&D portfolio spanning multiple technologies, markets, and time horizons. Following the development of a newly revised business strategy, division leadership recognized that the existing R&D portfolio—and the processes used to fund it—were not fully aligned with the strategic priorities of the business. Without clearer alignment, decision-making was difficult, investment tradeoffs were contentious, and the portfolio risked diluting impact across too many competing initiatives.
Following its separation from a Fortune 200 global manufacturer, a newly formed $300 million company faced a defining moment. The incoming CEO was charged with doubling revenue and profit within four years, fundamentally reshaping the organization’s culture toward speed and growth, and standing up independent operating platforms and processes previously provided by the parent company. Success required both strategic clarity and rapid execution.
To focus resources where they would have the greatest impact, we conducted detailed market segmentation and rigorously assessed and prioritized opportunities based on their ability to deliver the required growth trajectory. These insights informed clear choices around which product development initiatives were essential to winning in the most attractive markets. We then built integrated financial models to test and validate the revenue and profit trajectory, ensuring that the strategy was both ambitious and achievable.
