The questions FMCG leaders bring us when the usual answers have stopped working
We work with general managers and senior leaders in FMCG companies to answer the questions that shape focus, investment, and growth decisions.
Most growth problems are not caused by lack of ideas, but by lack of clarity.
As FMCG organisations scale, complexity accumulates faster than focus. Each question below represents a focused engagement designed to help leadership teams decide what to change, stop, or prioritise next.
Fees range from €6,000 to €18,000 depending on scope, typically delivered in 2–4 weeks.
Not sure which question applies to your situation? The Growth Operating System Diagnostic is a full system diagnostic that identifies the priority before any focused engagement begins. [See how it works →]
What should we stop doing so growth becomes manageable again?
Portfolio complexity, SKU drag, and loss of focus.
Explore details →Where are we losing money while thinking we’re growing?
Channels, customers, and trade investment reality checks.
Explore details →Why doesn’t our positioning convert in the market?
When brand story and commercial reality don’t align.
Explore details →How do we make this work in-market without over-investing?
Go-to-market clarity for one country or cluster.
Explore details →Which markets actually deserve our attention next?
Entry, sequencing, and prioritisation decisions.
Explore details →How do we stand out in the on-trade without big budgets?
Consumption rituals and cultural relevance.
Explore details →What should we stop doing so growth becomes manageable again?
Context
As FMCG organisations scale, growth often brings complexity faster than it brings clarity. Portfolios expand, initiatives accumulate, and teams stay busy — but decision quality deteriorates. What once drove growth starts to absorb it. This question typically arises when leadership teams sense that performance is being diluted by too many SKUs, channels, and priorities, but lack a structured way to decide what should change or stop.
What this helps you decide
- • Which parts of the portfolio genuinely drive growth versus those that consume disproportionate attention
- • What can be stopped, simplified, or deprioritised without damaging future potential
- • Where focus and resources should be concentrated to restore manageability
- • How to distinguish strategic complexity from accidental complexity
The objective is not optimisation, but clarity and focus.
What’s included
- • A structured review of portfolio roles and performance
- • Assessment of growth versus cash dynamics across SKUs or brands
- • Identification of complexity drivers that dilute execution
- • Clear keep / fix / stop recommendations
- • A concise readout focused on decisions, not analysis
No large data requests, no prolonged discovery phase.
Practicalities
Duration: typically 2–3 weeks
Involvement: Led directly by Filiberto Amati
Fee range: €6,000 – €9,000
When this is relevant
- • SKU count or initiative load has increased faster than organisational capacity
- • Growth exists, but feels harder to manage year over year
- • Teams struggle to prioritise without political friction
- • Leadership suspects that “doing less” may be the path to doing better
If this is your situation, let's talk. A 30-minute call is enough to determine whether this is the right starting point — and what it would involve.
Start a conversation →Where are we losing money while thinking we’re growing?
Context
Growth can mask inefficiencies. Volume increases, distribution expands, and activity intensifies — yet profitability stalls or erodes. This often happens when channel mix, customer priorities, and trade investment are misaligned with economic return. This question typically emerges when leadership teams suspect that growth is being subsidised by margin leakage rather than supported by healthy economics.
What this helps you decide
- • Which channels and customers genuinely contribute to economic growth
- • Where trade and commercial investments fail to generate adequate return
- • What customer or channel mix changes are required to restore balance
- • How to separate strategic growth investments from structural value destruction
The focus is on economic clarity, not cost cutting.
What’s included
- • Review of channel and customer economics
- • High-level assessment of trade and commercial investment logic
- • Identification of profit leakage points
- • Prioritised recommendations to rebalance growth and return
- • Clear implications for commercial focus
Designed to be decisive, not diagnostic-heavy.
Practicalities
Duration: typically 2–3 weeks
Involvement: Led directly by Filiberto Amati
Fee range: €7,000 – €10,000
When this is relevant
- • Volume growth without margin improvement
- • Increasing trade pressure and complexity
- • Conflicting internal views on “where money is made”
- • Difficulty explaining performance beyond topline figures
If this is your situation, let's talk. A 30-minute call is enough to determine whether this is the right starting point — and what it would involve.
Start a conversation →Why doesn’t our positioning convert in the market?
Context
Many FMCG brands articulate a clear positioning on paper, yet struggle to see it translate into traction with customers, trade partners, or consumers. The disconnect often lies between strategic intent and commercial execution. This question arises when teams sense that the brand story is understood internally, but fails to influence real-world choices.
What this helps you decide
- • Whether the current positioning is commercially executable
- • Where misalignment exists between brand promise, pricing, and channels
- • What elements of the positioning require clarification or adjustment
- • How to strengthen relevance without a full brand overhaul
The aim is conversion, not reinvention.
What’s included
- • Stress-test of current positioning against market realities
- • Review of pricing, channel, and activation coherence
- • Identification of disconnects between intent and execution
- • Clear options to sharpen or realign positioning
- • Concise decision-oriented readout
Practicalities
Duration: typically 2–3 weeks
Involvement: Led directly by Filiberto Amati
Fee range: €8,000 – €12,000
When this is relevant
- • Strong brand narrative, weak market response
- • Trade resistance or confusion
- • Inconsistent execution across channels
- • Pressure to “refresh” without clarity on what’s broken
If this is your situation, let's talk. A 30-minute call is enough to determine whether this is the right starting point — and what it would involve.
Start a conversation →How do we make this work in-market without over-investing?
Context
Market plans often look solid on paper, yet fail to gain traction once executed. Over-investment in the wrong places and under-investment in the right ones are common outcomes of unclear go-to-market logic. This question typically arises ahead of launches, relaunches, or when performance lags expectations in a specific market.
What this helps you decide
- • Which channels deserve priority and sequencing
- • Where early investment will have the greatest impact
- • What to simplify or delay to avoid unnecessary spend
- • How to adapt execution without changing strategy
The goal is effective execution with discipline.
What’s included
- • Review of go-to-market assumptions for one market or cluster
- • Channel and activation prioritisation
- • Identification of execution risks
- • Clear recommendations to sharpen focus and reduce waste
- • Practical next-step guidance
Practicalities
Duration: typically 2–3 weeks
Involvement: Led directly by Filiberto Amati
Fee range: €10,000 – €14,000
When this is relevant
- • Market entry or relaunch under time pressure
- • Previous plans failed to deliver traction
- • Concern about over-spending without proof points
- • Need for faster in-market learning
If this is your situation, let's talk. A 30-minute call is enough to determine whether this is the right starting point — and what it would involve.
Start a conversation →Which markets actually deserve our attention next?
Context
As FMCG companies expand, opportunity often appears everywhere. Without clear prioritisation, resources get diluted and results remain uneven. Not all markets deserve the same level of attention at the same time. This question arises when leadership teams need to choose focus rather than pursue optionality.
What this helps you decide
- • Which markets offer realistic growth potential now
- • How to sequence expansion rather than spread resources thin
- • Where to invest, test, or hold back
- • What success looks like market by market
The emphasis is on disciplined choice, not ambition.
What’s included
- • High-level assessment of market attractiveness and fit
- • Prioritisation framework tailored to your context
- • Clear recommendations on sequencing and focus
- • Implications for portfolio and resource allocation
- • Decision-ready summary
Practicalities
Duration: typically 2–3 weeks
Involvement: Led directly by Filiberto Amati
Fee range: €12,000 – €18,000
When this is relevant
- • Multiple market opportunities competing for attention
- • Pressure to expand without clear prioritisation
- • Mixed results from past expansion efforts
- • Limited organisational bandwidth
If this is your situation, let's talk. A 30-minute call is enough to determine whether this is the right starting point — and what it would involve.
Start a conversation →How do we stand out in the on-trade without big budgets?
Context
In the on-trade, visibility alone is rarely enough. Brands compete for attention in environments where cultural relevance and experience matter more than media weight. This question typically arises when brands seek differentiation without escalating spend.
What this helps you decide
- • How the brand can earn a distinctive role in the on-trade
- • Which moments and rituals are worth owning
- • How to engage venues and staff meaningfully
- • Where experiential investment delivers real impact
The objective is relevance, not noise.
What’s included
- • Exploration of on-trade usage moments and rituals
- • Identification of culturally resonant opportunities
- • Development of actionable ritual concepts
- • Guidance on implementation in priority venues
- • Clear recommendations for activation focus
Practicalities
Duration: typically 3–4 weeks
Involvement: Led directly by Filiberto Amati
Fee range: €12,000 – €18,000
When this is relevant
- • Strong on-trade presence but weak differentiation
- • Budget constraints limiting traditional activation
- • Need to refresh engagement with venues
- • Desire for culturally grounded brand experiences
If this is your situation, let's talk. A 30-minute call is enough to determine whether this is the right starting point — and what it would involve.
Start a conversation →These questions typically arise in FMCG companies at a scale where growth creates complexity, and within regional or category teams of larger groups facing similar decisions.