We drove - The Strategy Hattrick
Strategic Clarity
Together with leadership, we translated the growth ambition into clear choices on where to play and how to win. The go-to-market strategy was refocused on high-potential segments, portfolio complexity was reduced, and pricing governance was strengthened to protect margins. A zero-based operating model ensured resources and costs were fully aligned with strategic priorities.
Execution that sticks
From day one, the future commercial model was designed with execution in mind. Clear accountability, a zero-based target operating model, and pragmatic commercial excellence levers ensured improvements in pricing, tender quality, and cost management could be implemented immediately.
Co-Creation for real buy-in
C-level leaders, commercial directors, and functional heads were actively involved through joint workshops, on-site collaboration, and customer visits. This created shared ownership, faster decision-making, and strong commitment to deliver results.
Growth & Value
The Commercial Optimization program created a strong foundation for sustainable, profitable growth and significantly increased the organization’s commercial effectiveness. A sharpened go-to-market approach, stronger pricing discipline, and higher commercial excellence enabled the company to systematically unlock growth potential in priority segments. In parallel, the zero-based operating model improved cost efficiency and ensured resources were clearly aligned with strategic priorities. Profitability increased through better margin management, clearer accountability, and stronger execution discipline in day-to-day operations. Organizationally, the project established transparency across commercial processes and a clear target operating model. On a people level, engagement and capability increased through co-creation, hands-on collaboration, and shared ownership of results.
With These People
The project was driven in close collaboration with the CEO, the Corporate Strategy and Transformation Director, the CFO, Commercial Leads across divisions, and the Heads of Technical Service and Supply Chain. TTE worked side by side with teams on-site in Riyadh, engaging them in workshops, analyses, and joint customer visits. By involving leaders and experts across functions, the transformation was not perceived as a “headquarters exercise” but as a shared commercial ambition—owned and championed by the people responsible for delivering it.
