Case studies

Selected engagements.

Each of the following is a real client engagement. Names are withheld where the client has requested confidentiality. Outcomes are reported as we measured them.

Agribusiness · FMCG

Market expansion · 9 months

Doubled distribution depth across the South-East in nine months.

A fast-moving consumer goods producer with strong urban distribution had stalled at three states. We mapped the addressable opportunity at LGA level, identified 11 priority markets, and ran the entry sequence over three quarters. The expansion opened 47 new accounts and the route-to-market discipline we embedded survived the partner exit. Year-on-year revenue growth in the new territories: +118%.

Fintech · Payments

Product development & revenue growth · 14 months

Repositioned a payments product for SME owners across all six geo-political zones.

A Lagos-based fintech had product-market fit only in the South-West, with concentrated user growth in Lagos and Ibadan. We led the segmentation reset, introduced a tiered pricing structure for traders, and supported the partnership with a national bank. Outcome: monthly active users from 18,000 to 124,000 in 14 months, with cost-per-acquisition reduced by 41%.

Healthcare · Clinics

Revenue growth · 18 months

Established the commercial function for a clinical chain entering tier-2 cities.

A founder-led clinical group with strong outcomes in Lagos and Abuja was preparing to enter Port Harcourt, Enugu, and Kano. They had no commercial function. We set up the sales operating rhythm, built the corporate-account pipeline, and translated the doctors' clinical thesis into proposals procurement teams could underwrite. Tier-2 city revenue contribution: 0% to 31% of group total within 18 months.

Manufacturing · Industrial

Revenue growth · 11 months

Rebuilt the channel mix for an industrial materials supplier.

An industrial materials supplier with a strong technical product was losing share to importers because the channel was unsuited to procurement-driven buyers. We replaced the distributor-led model with a hybrid: direct sales for top-30 accounts, regional distribution for everything else. Net result: gross margin recovered 6.4 points and customer concentration risk reduced from 64% in the top five to 38%.

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