Changing the DNA of a hardware business
An established global hardware and manufacturing business understood, strategically, that it needed to move toward cloud- and IoT-based recurring revenue models. The challenge was not articulating why — the strategic case was clear. The challenge was that the organization’s instincts, culture, and commercial reflexes had been built over decades around physical products and the economics that came with them. A new product line alone would not change that.
I built a new global digital services business unit from scratch — strategy, portfolio, commercial model, and market presence — with direct operational accountability for its success. The unit was designed not just to deliver new products but to demonstrate inside the organization that a fundamentally different commercial model could work. Every design decision, pricing structure, and customer engagement was shaped with one eye on the external market and one on the proof point being established internally.
The business launched into every major region through direct and partner channels, and was later cited by the parent organization as a cornerstone of its modernization. The unit gave leadership the commercial confidence and financial foundation to commit to a broader transformation — organic and through acquisition — shifting the organization’s center of gravity away from hardware dependency at a global scale.
Building the proof point that changed an organization’s belief in itself.