We drove - The Strategy Hattrick
Strategic clarity
Together with the client’s teams, we established a transparent fact base across seven business units to assess portfolio performance from both a strategic and financial perspective. We identified where growth ambitions, competitive positioning, and investment focus no longer aligned with the lifecycle position of the business segment and value creation potential.
Building on this analysis, we defined strategic action fields across both growth and legacy business areas. This created clarity on where to accelerate investment, where operational and financial performance improvements were required, and how the portfolio needed to evolve to remain competitive in a rapidly changing automotive environment.
Execution that sticks
From the outset, the work was structured to directly support future decision-making and implementation. Rather than delivering a static assessment, the project created a clear roadmap for the development of a value creation plan across prioritized action areas.
The approach also strengthened internal finance capabilities by introducing more future-oriented planning principles and a transparent performance framework that leadership teams could continue using beyond the project itself. This ensured that insights translated into sustained strategic steering and financial discipline.
Co-Creation for real buy-in
TTE worked closely with the client’s finance and strategy teams throughout the full engagement. Client stakeholders were actively involved in the analytical process, challenge sessions, and definition of strategic priorities from day one.
This collaborative setup ensured that strategic conclusions were not perceived as external recommendations, but as jointly created decisions grounded in shared understanding and ownership. The close interaction between finance professionals, strategy teams, and business leaders created alignment across organizational levels and accelerated commitment to the identified path forward.
Growth & Value
The engagement created transparency on the business and financial health of the client’s full portfolio and enabled leadership to prioritize the most critical strategic action areas with confidence. Together with the client’s teams, we identified significant value creation potential, including an estimated 10 percentage-point ROCE uplift opportunity across both, legacy and prioritized growth areas.
Beyond the financial impact, the project strengthened organizational alignment between finance, strategy, and business leadership while enabling finance professionals with clearer, future-proof planning principles. The result was not only a sharper strategic direction, but also stronger internal ownership and decision-making capabilities to support long-term competitiveness and transformation.
With These People
The project brought together the CFO, strategy leadership, finance team, and business owners across the organization. TTE worked in close collaboration with these stakeholders throughout the engagement, combining executive-level strategic discussions with detailed analytical rigor.
This integrated setup ensured that insights were continuously challenged, refined, and anchored directly within the organization. By actively involving both leadership and operational experts in the assessment and prioritization process, the project created strong cross-functional ownership and alignment around the future portfolio direction, value creation priorities and turnaround roadmap.
The results we achieved together
5
-week portfolio health check engagement
7
business units analyzed
across the portfolio
10
percentage-point ROCE uplift potential identified
ONE
Clear roadmap established
for value creation planning
