The CEO of a regional packaging company was facing slower-than-expected revenue growth, with customer churn emerging as a key contributor. Leadership lacked a clear, data-backed understanding of what truly drove customer loyalty and how their products and services impacted customer’s daily operations.

A major food manufacturer had just agreed to acquire two iconic brands. The brands are so well regarded that over 70% of middle-class consumers had consumed the brand at some point in their life. The company knew that it needed help to successfully navigate the acquisition and the activities necessary to integrate the acquisition into its portfolio of products. The company asked Stonehill to lead the effort.

A leading industrial products organization had grown dramatically over the last several years and was starting to forecast a slowing growth curve with decreasing margins. Having been founded in 1955 traded on the NYSE, and being a constituent of the S&P 500 index they had an established culture with well known processes. Their leadership was curious if design thinking could help an organization with over 25,000 continue their growth by becoming more aligned, engages, and accountable.