A focused sprint with a stated end date, and a first number on the table in ten days.
Your largest CPG accounts, or the ones with the nearest renewal or the highest margin erosion. Twelve weeks of work and one week of after-action review. The milestone is your renegotiation position, priced by leverage, with the recoverable number attached and your team prepared to run it.
The first clause, cost, or habit costing you money today, with a number on it.
On video, with one visit to your site in the first two weeks and a few more during the engagement.
An after-action review of what we found, what was recovered, and what comes next.
You reach me by phone or email and hear back within one business day.
A true profitability picture for your biggest accounts, including what they cost to serve and where the economics have been drifting.
A documented, quantified view of what it would cost your most important customer to leave you.
Built on that analysis, priced by leverage, with the recoverable number attached.
For the accounts that need them, a written record of how the relationship works: what is agreed, what is included, and what is not. This puts the commercial reality in writing without triggering a renegotiation.
Your people know how to do this without you in the room.
Your other accounts, a company-wide sales training program, and pricing strategy across the whole book. Whatever we find that belongs there goes on a list we can both see, for a next phase if you want one.
This fits a president, CEO, or division president who owns the P&L at a supplier where a handful of CPG accounts carry most of the revenue, and who has the authority to act on what the work produces. It works best when the leadership team is ready to look at the commercial infrastructure as part of the picture, not only the market. Fit runs both ways, and I would rather say so here than find out in week six.
Twenty to thirty minutes about your biggest account, where the margin is going, and whether this is worth exploring together.
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