The client set out to drive a ~10% improvement in profitability over 3–4 years by strengthening cash flows, reducing regional HQ costs, and scaling e-commerce profitably, while preserving its strong retail and in-store experience. This required sharper strategic focus, faster execution, and stronger HQ–market synergies to support both digital growth and core retail performance.
Working with the leadership team, the enterprise operating model was redesigned to clearly separate HQ and market roles, establish shared services and centres of excellence, and simplify end-to-end commercial planning. Decision rights, KPIs, and governance forums were realigned to improve accountability, speed, and ROI discipline.
The redesign resulted in a leaner, more connected organisation with faster decision-making and stronger customer focus. The client achieved 7–12% SG&A savings, improved commercial agility, and built the organisational foundations to scale e-commerce profitably while strengthening its core retail proposition and digital capabilities.