Global Design & Planning Firm

A large regional business within a global design firm was managing growth across multiple offices, sectors, and leadership teams. Activity levels were high, but investment decisions, pursuits, and market positioning were not always aligned to broader business priorities.

The issue was not ambition. It was fragmentation.

Marketing and business development were repositioned from a support function into a strategic growth function tied directly to business priorities and revenue objectives. Pursuit investment models were redesigned around ROI and strategic value, while regional coordination improved across offices and practice areas.

At the same time, partner visibility, thought leadership, and market positioning were strengthened to support expansion into priority sectors.

The result was a more disciplined and scalable growth model that improved win outcomes, expanded pipeline opportunities, and increased long-term competitiveness while reducing unnecessary spend.

The organization did not need more growth activity. It needed alignment around where growth mattered most.