Built for Speed: Product Lifecycle Redesign
Situation A software company’s product team was struggling to bring new products to market quickly. Internal friction and a lack of clarity around roles and decision-making slowed down approvals and led to near-constant rework. Action Keenan Reid Strategies placed a process expert to help the team develop a product lifecycle management framework to accelerate decision […]
Monetizing Customer Success: $500M in Growth
Situation A Fortune 500 enterprise technology company sought to monetize a portion of its customer success portfolio by attaching high-value success offers to product sales. The goal was to create a new revenue stream to help offset increasing costs. To make attached sales possible, the company needed to rework its pricing process to support: Action […]
$12M Working Capital Reduction for a Manufacturing Client
Situation A publicly traded food and beverage packaging manufacturer was facing escalating AR challenges that put cash flow and compliance at risk. Core receivables processes—spanning invoicing, collections, credit reconciliation, and reporting—were outdated, fragmented across multiple systems, and lacked accountability. Customer relationships began to suffer, internal audits flagged material weaknesses, and the company’s receivables securitization program […]
45-Day PE Leadership Alignment
Situation A private equity–backed home services company was entering a phase of rapid growth under a newly formed leadership team. The executives were a mix of seasoned leaders and newer, less experienced hires. While individually capable, they hadn’t yet gelled as a unit. Working relationships were inconsistent, trust was uneven, and collaboration across the team […]
Fractional Strategic Planning Lead for a $6B Biz Unit
Situation As part of a broader portfolio transformation, a $6B technology business unit needed to connect its product innovation pipeline with long-term business planning. Historically, financial planning and strategic decision-making were siloed from product development, leading to mismatched investments, missed market opportunities, and inefficient use of engineering resources. Ownership for strategy was decentralized within teams, […]
Redesigning a $4B Product for the Mid-Market
Situation A Fortune 50 client’s legacy products were sold to enterprise customers using annual contracts. When they wanted to launch into the mid-market, a right-sized business model was needed with a lower cost monthly subscription and online transactions to appeal to smaller customers. This required the client to launch a new transaction platform and adjust […]
Establishing Strategic Comms for a $7B Business Unit
Situation A $7B enterprise technology business unit was undergoing a strategic portfolio shift, launching a newly structured portfolio that required strong alignment across executive and field teams. Historically, executive communications had been reactive, leading to inconsistent messaging and a lack of strategic clarity. To successfully launch the new portfolio, a structured and strategic communications function […]
Interim CFO Stabilizes $600M Manufacturer Post-Merger
Situation When a publicly traded industrial packaging manufacturer acquired a nine-figure private company, they knew integration would take time. What they didn’t anticipate was how much financial restructuring would be required. Post-merger, financial systems were outdated, cash management was fragmented, and key processes were disconnected. On top of that, significant attrition left the finance team […]
Finance Turnaround Mitigates $40M in Risk
Situation Following the acquisition of a nine-figure private company, a $2B publicly traded industrial packaging manufacturer faced severe finance and operational breakdowns. The finance function was leaderless, fractured across three ERPs, and operating with just 3 out of 13 key positions filled. Critical accounts receivable (AR) functions—including invoicing, collections, credit reconciliation, and reporting—had been abandoned […]
Remediated OPEX overspend for a $50B business unit
Situation The Chief of Staff for a C-level executive was responsible for OPEX and resource planning for a $50B+ business unit inside a global enterprise. His team did not have a finance lead to take responsibility for planning and tracking this portion of the budget. Left without the support of a finance lead or internal […]