The question
How do you scale a strong regional business without becoming a collection of unrelated bets?
We began by reframing the problem. The client did not need more opportunities; it needed a more disciplined way of deciding which opportunities deserved capital, leadership attention and time.
“The strategy became useful when it stopped being a list of ambitions and became a sequence of choices.”
Our approach
Portfolio logic before market expansion.
We assessed the economic engine of the existing portfolio, mapped adjacency economics and built a screening model covering structural attractiveness, right-to-win, capital intensity and execution risk. Fourteen markets were considered. Three survived the full decision architecture.
Result
A 24-month roadmap with three investable growth platforms.
The final programme integrated capital allocation, operating model implications and a governance model for execution. Illustrative analysis identified 31% EBITDA upside over the planning horizon.