We build the strategy and the operating shape required to execute it. A recent example: a PE-backed multi-site services platform asked us to build the market-entry case for the $4.5B data center cooling vertical — adjacent to its core business, but with different buyers, different deal economics, and a different sales motion. We anchored the thesis, ran a 39-OpCo internal survey to map where the platform could actually win, validated $15M of existing revenue as the commercial beachhead, and established 7 OEM partnerships at DC World 2026. The work is now in active implementation alongside the operating team.

Other Gegere strategy work includes the CFO-level investment case and multi-year finance-technology roadmap framing a Fortune 10 healthcare company's $29M annual run-rate Finance transformation, and supporting the Target Operating Model implementation behind a global consumer-products restructuring worth ~$70M in EBITDA run-rate savings.

The work shows up in three modes. Strategy development — the thesis, the choices, and the supporting analytics, built with the executive team rather than handed to them. Organizational mobilization — the operating structure, decision rights, and forum cadence the strategy actually requires. Roadmapping — the multi-horizon sequence that turns ambition into something the team can run on Monday morning. Most engagements blend all three, led throughout by the same senior principal.

We will work with you to:

• Pressure-test the thesis the leadership team is operating against — what's true, what's hope, what's becoming untrue
• Make the choices that hurt to make: where to compete, where to win, what to stop doing
• Design the operating shape the strategy requires — accountability, cadence, decision rights
• Sequence the work into a multi-horizon roadmap the team can run on Monday morning
• Size the growth math behind every major bet — defensible, not aspirational
• Stay through implementation, where strategy is actually won or lost

Transformations fail in the same ways every time — a strategy nobody owns, an operating model that contradicts the reward system, a program that runs in parallel to the actual business. Our work is to remove those failure modes one by one: making the strategy real, the operating model coherent, and the program inseparable from how the business runs.

A recent example: a global consumer-products company executing a two-phase restructuring with its strategy and Target Operating Model already set but no one holding the IMO together as the program landed across functions and regions. We supported the governance, the workstream tracking, the executive materials, and the TOM implementation work. Phase 1 delivered ~$40M in EBITDA savings through headcount optimization; Phase 2 added another ~$30M through reorganization — for ~$70M of run-rate savings total.

Other Gegere transformation work includes the multi-year Finance transformation at a Fortune 10 healthcare company — a CFO-level investment case and roadmap aligning SAP, Anaplan, and subledger migration into $29M of annual run-rate savings.

We will work with you to:

• Redesign the operating model so structure, decision rights, and incentives all point the same direction
• Build the program architecture before the program starts — workstreams, dependencies, sequence, owners
• Install the governance that lets leadership steer the program, not just receive updates on it
• Manage the dependencies that nobody's tracking — across workstreams, third parties, and the existing business
• Run change management as the program, not a workstream inside it
• Hand the program over to internal owners who can run it without external lift

AI is at a moment where the technology has outrun the management decisions it requires. Most organizations have proof-of-concepts. Few have changed how they decide, allocate capital, or shape work because of them. Our work starts where the demos end: building the management system, the data foundation, and the operating habits that turn AI from a curiosity into a competitive position.

A recent example: a Fortune 10 healthcare company in the middle of a Finance transformation, with SAP consolidation, a subledger migration, and an Anaplan planning rollout all needing to land into a single coherent target state. We built the planning-platform business case and the migration architecture — sequencing the move from manual model stitching toward AI-ready planning workflows on a multi-year horizon, with the unit economics that justified the investment to the CFO and the board.

Internally, we have also built a proprietary AI toolkit Gegere uses on its own delivery work — live invoice and revenue dashboards in production, plus in-development generators for playbook, TAM, and governance materials — productizing the patterns behind the bulk of our consulting deliverables.

We will work with you to:

• Identify the decisions and processes where AI changes the unit economics — not where it's technically possible, but where it changes how the business runs
• Build a prioritized roadmap with a defensible business case behind every initiative
• Design the data and governance foundation that lets AI scale beyond the pilot
• Stand up the operating model — roles, decision rights, review cadence — that turns AI from a project into a capability
• Move implementations from proof-of-concept to production with measurable cost or revenue impact
• Build internal AI fluency so the organization keeps compounding after the engagement ends

We are brought in when a program has more moving parts than any one leader can hold in their head — multiple workstreams, multiple advisors, regulated stakeholders, board-level scrutiny, and a deadline that doesn't move. Our job is to make the program steerable: to install the structure, governance, and cross-partner orchestration that lets the executive team see the whole thing on one page and make decisions on a known cadence.

A recent example: a Fortune 10 healthcare company's multi-year Finance transformation — SAP, Anaplan, and subledger migration running in parallel, multiple external advisors involved, and a CFO who needed one place to see how the program was actually moving. We anchored the cross-partner PMO: the governance layer between internal finance leadership and the advisor ecosystem, the cadence that kept the program steerable, and the alignment that held the $29M run-rate investment case together as the work moved through implementation.

Other Gegere program work includes supporting the IMO governance and workstream tracking behind a global consumer-products restructuring that delivered ~$70M in EBITDA savings, and running the PE Portfolio PMO for a PE-backed services platform — operating cadence, deal execution discipline, and the M&A toolkit deployed across 15+ operating companies.

We will work with you to:

• Stand up the program architecture before workstreams launch — scope, sequence, owners, dependencies, decision rights
• Install the governance cadence that gives leadership real visibility and the program real velocity
• Orchestrate across third parties, in-house teams, and regulated stakeholders so the program runs as one motion
• Surface dependencies and risks before they become incidents — and run the escalation paths when they do
• Anchor the executive view — the single page the CEO opens Monday morning to know where the program stands
• Hand the operating cadence over to in-house owners trained on the system, not dependent on the firm