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.

When Disney starts bailing on the Boomers, is it the end of the ride for the generation that used to set the trend for just about everything?

Ditching “The Twilight Zone” for a new “Guardians of the Galaxy” theme on its popular Tower of Terror ride, Disney might not be the first to throw Boomers aside in pursuit of younger, hipper Millennials.

After experiencing a growth plateau, a mid-size retail health services provider sought to identify and implement strategic and operational changes.

When a $2B diversified insurance holding company made an acquisition, they were in search of support for immediate post-acquisition integration as well as the development of an acquisition “playbook” to guide and support future acquisitions.