Doubling Revenue with Direction: A Corporate Growth Strategy for a Leading Aviation MRO Services Provider

Strategic Clarity
We translated the ambition to double revenues by 2030 into a focused strategic direction. Together with leadership and cross-functional teams, we clarified the target product and customer portfolio, defined the role of operational excellence and digital MRO capabilities, and identified concrete growth drivers such as M&A opportunities and facility investments. Strategic priorities were aligned across functions, providing a shared “north star” for the organization.

Execution that sticks
From day one, execution was embedded into the strategy. We enabled an internal PMO and project leaders to independently run the transformation, supported by clear roles and responsibilities, KPI dashboards, and an OKR framework linking objectives to measurable outcomes. A structured meeting cadence, stage-gate reviews in SteerCos, and transparent risk management ensured fast, informed decisions. Targets were continuously tracked and adjusted based on business performance, creating momentum and accountability across more than ten strategic initiatives.

Co-Creation for real buy-in
The strategy was co-created with leadership and teams from the start. Each initiative had a dedicated owner, supported by bi-weekly SteerCos and quarterly workshops involving leadership and project teams. Open communication—through townhalls, newsletters, roll-ups, and internal panels—gave employees a voice and built trust. TTE acted as a neutral enabler: close to leadership, yet independent from daily operations, ensuring alignment, transparency, and shared ownership across all levels.

The engagement created measurable value across business, organization, and people. Strategically, the organization gained a clear and credible path to double revenues by 2030, supported by prioritized growth levers and investment decisions. Organizationally, decision-making speed increased through clear governance, transparent KPIs, and empowered project ownership. The internal PMO became fully operational and self-sustaining, anchoring execution beyond the project. On a people level, leaders and teams were upskilled to actively drive change, communicate the strategy, and translate ambition into daily actions—building confidence, alignment, and long-term execution capability.

The project was driven jointly with the executive leadership team, including CEO, COO, CFO, CHRO, CCO, and CTO, alongside the internal PMO and cross-functional project teams spanning management to shopfloor. Ownership was deliberately placed within the organization: initiative leads were empowered to drive progress, while leadership actively sponsored and steered execution. Through continuous workshops, SteerCos, and open communication formats, collaboration became a shared responsibility—ensuring the strategy was not only understood, but truly owned and lived across the organization.