In reconsidering its customer base, a Global 500 financial services company sought to understand the competitive landscape in wealth management for emerging market segments that had been previously underrepresented.

A subsidiary of a multi-billion dollar public utility needed resources to undertake strategic planning initiatives, including revamping the company’s annual planning process, developing the next year’s budget, and creating a five-year strategic plan.

HighPoint deployed a team co-led by a former McKinsey Senior Partner in that firm’s Energy Practice and a former BCG Managing Director who led that firm’s Industrial Practice.

Due to underperformance of its outlet store business, a Fortune 500 global luxury goods manufacturer sought to evaluate and test alternatives to its current store-operating model.

A publicly traded global SaaS provider of workforce management solutions, targeted primarily to the SMB marketplace, was preparing to undertake its first formal strategic planning process to help guide its next stage of growth.

A leading retail bank, focused on private and business banking, was experiencing rapid growth and wanted to assess the efficiency of internal operations across two process-heavy functions: Deposit Services and Lending Services.

In light of recent and projected growth, a billion-dollar regional healthcare system sought assistance in evaluating and overhauling the company’s care model and organizational structure.

In preparation for an upcoming board review, a multi-billion dollar global food products company sought assistance in the development of a product segment strategy for a category that cut across multiple business units.

A high-growth, mid-size online specialty retailer was looking to attack larger competitors and needed to develop a robust go-to-market strategy and pricing structure.

HighPoint deployed a team led by a former BCG Partner with extensive e-commerce experience and a former LEK senior consultant from that firm’s retail practice.

After experiencing decreasing EBITDA for three years despite rapid growth, a PE-owned, $1.5B direct marketing company wanted to determine causes for the decrease while identifying areas for cost reduction and process improvement.

After creating a new division within its company, an industry-leading industrial equipment manufacturer sought to identify pricing opportunities and develop an overall approach to pricing.