Ten sprints, all inside forest and paper companies.
Acquisitions, mill harmonisation, supplier quality, innovation benchmarking and sustainability, for companies from €0.5B to €11B. Every figure on this page comes from one of those ten.
Working with
Ten mills, ten ways of doing the same job, and no one who has mapped all ten before.
A board asks which sawmill or pulp asset to buy. Or an audit is six weeks out and every mill documents supplier quality differently.
Screening acquisition targets, or harmonising ten sites, is something your team would do once. We do this kind of work most months.
None of that is a failure of your people. It is work that has never had an owner, because everyone who could do it already has a job.
Ten sprints. Filter by the question they answered.
Each one is a published case study. Client size is described, never named. The line at the foot of each card is the fieldwork actually done.
Showing all 10
Accelerating Biomedicals Commercial Growth Strategy
Benchmarking Competitor Innovation in Bioindustries
Mapping PET Packaging Value Chain Opportunities
Optimising Value in Integrated Sawmill Setup
Standardising Supplier Quality Workflows Across Sites
Standardising Financial Services Across Business Areas
Unifying Risk Assessment and Safety Processes
Green Building Certification Benchmarking
Bio-Based Solutions for Panel Insulation
Raw Material Sustainability Benchmarking Study
The part that does not fit in a slide
Conclusions are easy to quote. These are the inputs. Each figure below is published on the case study it came from.
Three numbers, and what each one is
Screened, 8 targets identified
120 companies screened and 8 priority acquisition targets identified, against a €3.7b addressable market sized. Targets identified, not deals closed.A €8B global machinery company. 20+ stakeholder interviews.Annual cost impact identified
Supplier quality and claim processes harmonised into a single map across 10 mills and 7 material categories, identifying €5m of annual cost impact from raw material quality and process fragmentation. Identified, not yet recovered.A paper producer.Innovation activities mapped
Across 25 benchmarked competitors, 39 of them classed disruptive, quantifying 35% of R&D investment headroom.A €6B global forest industry company.Written for this industry
Three pieces about forest products and the materials transition. The library here is thinner than for chemicals or machinery, and that is worth fixing.
Kraft Lignin in Asphalt: Road Trials Are Building the Proof
Where a pulp side stream is finding a second market.
Identifying Market Opportunities for Lignin-Based Asphalt
Sizing the demand behind the road trials.
CBAM Shifts Competitiveness Toward Verified Low-Carbon Materials
What verified carbon content changes for anyone selling into Europe.
In their words
“The work of the team was important in increasing the level of awareness and urgency on the selected subject internally.”
“I have to say that from quality perspective team exceeded all targets. Fast, intense, “Sprint Manner” way of working showed well its power.”
“I have completed 23 years in the industry and I’m not that easily impressed but I must say astonished by the result you have here.”
Where else we have run this
Same team, same eight to ten weeks, different industry.
Bring us the question your team keeps deferring.
One question, one sprint team, eight to ten weeks at a fixed price, and the model is yours at the end.
One senior analyst and two juniors. We have run this ten times for forest and paper companies, so the first two weeks are not spent learning how a pulp line works.
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