Ten sprints, all inside chemical companies.
Pricing, Scope 3, plant operations, segmentation and R&D partnerships, for companies from €400M to €3B. Every figure on this page comes from one of those ten.
Working with
A study nobody in the building has had reason to run.
Raw material costs move, the customer's alternative moves, and the price list follows neither. Regional teams discount to hold volume and nobody can compare one region with another.
Or the auditor asks for Scope 3 and the answer sits with three hundred suppliers who have never been asked. Or sixty plants each run the same shift handover a slightly different way.
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
Value-Based Pricing Strategy Transformation
Redesigning Customer Segmentation to Optimise Service
Product Strategy Framework Development
Benchmarking Digital Services to Drive Portfolio Growth
Unlocking R&D Partnerships in Southeast Asia
Driving Value via Supplier Sustainability Transparency
Climate Risk Scenario Assessment
Unlocking Efficiency in Plant Supervisor Operations
Standardising Continuous Improvement Across Sites
Standardising Maintenance for Factory Reliability
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
Margin uplift potential, modelled
On the pilot product, without loss of volume or customer goodwill, on the basis of value communicated rather than discount withdrawn.A €3B global specialty chemicals company. 35 interviews, 3 workshops, 10 product lines across 4 regions.Of supply chain CO2 covered
350 suppliers researched against 25 data points, with a 15% potential CO2e reduction identified. Potential identified, not delivered.A €3B global chemical company.Hours of supervisor work mapped
Across 60+ sites, with an 80% supervisor time saving potential identified. Potential, not realised.A €3B global chemical company.Written for this industry
Five pieces about chemicals, rather than the generic set that runs on every other page.
Mapping Global Chemical Regulations for Wipes and Textiles
Which rules apply, in which market, to which formulation.
The Next Wave of Opportunities in the EU Drinking Water Market
Where demand is moving for chemical companies serving water treatment.
State of PFAS Treatment Technologies
What is proven, what is pilot, and what regulation is about to force.
EU Critical Raw Material Act and the battery-metal reshoring wave
What the Act changes for anyone buying or selling battery chemistry inputs.
Why Industrial Firms Must Shift Away From Cost-plus Pricing
The argument behind the value-based pricing sprint above.
Building a Global Pricing Framework
One framework, many regions, and the governance that keeps it alive.
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 in chemicals, so the first two weeks are not spent learning what a specification sheet is.
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