Case Study

Strategic advisory to FAANG — Cross‑sector GTM challenge (4 months)

Context
One of the world’s largest technology companies (FAANG), operating across multiple sectors.

Situation
A strategically important product struggled with adoption due to misaligned incentives and overlooked ecosystem partners in adjacent sectors.

My role
Lead advisor, responsible for structuring, selling, and owning delivery of the engagement.

Core challenge
The company’s go‑to‑market approach failed to account for key external enablers and internal coordination complexity.

What I did

• Identified and reframed the role of previously overlooked partners

• Helped the client understand why earlier attempts had failed

• Supported internal teams in aligning communication and decision‑making across functions

• Shaped a revised go‑to‑market approach

Outcome
Improved product uptake and clearer internal alignment on partner strategy.

Why this case matters
This illustrates my ability to operate credibly in strategic advisory roles at the highest level, addressing complex ecosystem and GTM challenges.