From fragmented growth to one global GTM engine
27 production plants. Five continents. One shared GTM language. Here's how we helped build the scalable commercial engine of a global malting market leader.
Boortmalt · Malting & brewing · International · 5 continents
"Growing large through acquisitions is one thing. Becoming one company is another story entirely."
Boortmalt wasn't stuck, it had grown apart. Six international entities, each with its own logic, its own processes and its own interpretation of strategy. Not a broken system, but a commercial engine that was no longer keeping pace with the group's ambitions.
Does this sound familiar?
- •Strategy is interpreted locally in ways that differ from the global intent.
- •Brand compliance varies by entity, by market, by office.
- •Driving centrally feels like pushing against a soft wall.
- •Operational debt accumulates despite growth numbers that look fine.
What we did.
GTM Strategy
We brought all entities together around one question: what is our shared way of working? Through a series of strategic workshops we defined global best practices, not as imposed rules, but as shared ownership.
Support from strategy to execution
We guided the rollout of a standardised technical infrastructure that enables local agility without sacrificing global control. From strategy to day-to-day execution, embedded in the team.
What it delivered.
Full strategic and technical alignment, delivered in record time. Boortmalt can now make data-driven decisions about its industrial footprint, with local teams operating autonomously within a coherent global structure.
Becoming one company starts with one shared way of working.
Whether it's post-acquisition integration, a fragmented brand portfolio or a GTM engine that isn't keeping up with your growth, we always start by understanding how things really work on the ground.
