A 40+ year old private property developer specializing in mixed-use urban re-development, utilizing city, state and federal tax credits and subsidies, had developed over 17 million sq. ft of adaptive reuse opportunities. After losing significant value and restructuring in 2009, they created a pipeline of over 6.7 M sq. ft. of mixed-use urban re-development opportunities, with over $1.5B in total debt, equity and tax subsidy capital requirements. We advised on creating an innovation growth strategy at the intersections of: i) institutional impact investing; ii) urban adaptive re-use of mixed-use neighborhood transformations; iii) innovation districts; and iv) the new urban crises impacting marginal income citizens in urban centers. By using a people, portfolio and process framework that integrates financial, human, intellectual and social capital, we framed an innovation growth strategy that the firm is currently executing on, to achieve their long term impact investing goals.
A non-profit with over $100M in revenue and a recognized global provider of executive leadership programs, required an aggressive innovation-led growth strategy, to defend and grow it's market share against a growing number of global for-profit consulting and technology firms that targeted its market space. Working with senior managers, we advised in supporting their new innovation growth strategy. By using a people, portfolio and process framework that integrates financial, human, intellectual, social and soulful capital, we were able to frame an innovation growth strategy that the firm is currently executing on to achieve their 2020 goals.
A private $4B 100 year old US consumer discretionary company was seeing their core demographic customer base slowly decline and not being aggressively replaced with more digitally savvy millennial customers. Working with the global head of innovation, we advised on the internal funding and roll-out of their corporate innovation-led incubator and then acted as an entrepreneur-in-residence to advise on the roll-out of a portfolio of internal start-ups. A major corporate realignment saw the various opportunities spun-off and grow within their new divisions.
An alternative private school moved from a small city to a larger urban city as part of its growth strategy and was spun out of its for-profit parent, as stand-alone non-profit entity. The growth strategy could not be sustained relative to the significant cost structure brought on by a much larger property and the slower growth in international students. Acting as a trusted advisor and interim CFO to the founder, the property was ultimately sold, the school successfully moved back to the smaller city and is thriving in its original building. The culture of the organization required a dynamic integration of financial, human, intellectual, social and soulful capital in order to navigate a difficult shift back to its core focus.