Most growth conversations stay at the level of tactics.
A short note on our upcoming online workshops
Pricing tweaks. Promotions. Distribution fixes.
But the harder question is rarely addressed: what actually drives profitable growth today?
Over the next three months, I’m running a small series of one-hour, closed-door workshops for senior FMCG leaders. Each session focuses on a single strategic problem that is shaping performance right now:
April — Demand Spaces
May — Shrinking for Growth
June — The Volume–Value Growth Conundrum
Each workshop is deliberately small. No long presentations for the sake of it. No generic frameworks. Just a concise research briefing, followed by a candid Q&A with peers facing the same decisions.
This format works because it reflects how real growth decisions are made: not in isolation, but through challenge, debate, and clarity on trade-offs.
Here’s what you should expect:
You will leave with clearer choices on where growth should come from (e.g., volume, pricing, or portfolio shifts) and what that means in practice. Each session starts with fresh market observations drawn from current dynamics, not recycled thinking. The discussion is focused, confidential, and grounded in real business constraints. Most importantly, the output is practical. Ideas you can apply immediately to pricing, portfolio, and commercial strategy.
The topics are not abstract.
In Volume vs Value, we address why many brands are reporting revenue growth while quietly losing real demand—and how to rebalance before it becomes structural.
In Demand Spaces, we explore where demand is actually created, and why traditional category definitions often hide the most valuable opportunities.
In Shrinking for Growth, we focus on the uncomfortable reality that growth often comes from doing less—fewer SKUs, fewer segments, fewer distractions—and how to decide what to stop.
These are the decisions shaping performance across the portfolios I’ve worked on, whether building hundreds of millions of euros in international growth strategies, driving double-digit volume increases, or delivering turnarounds in complex, mature markets.
Because of the format, places are limited.
Once each session is full, I won’t expand the group. The value comes from keeping the discussion tight and relevant.
If you’re responsible for growth decisions (commercial, marketing, category, or strategy), this is designed for you.
Limited seats available for April.
The May and June sessions are open, and typically fill faster once the first group runs.
If this is relevant, I would not wait.