Client Testimonials
A family-owned corporate group had built a portfolio of businesses across three countries over two decades. Growth was slowing, and the board was pressing leadership to articulate a clearer thesis about where the group could win and where it was subscale or outpositioned. The presenting problem was framed as "we need a growth strategy," but early conversations revealed deeper questions about which businesses deserved continued investment and how capital allocation decisions should be made when business unit leaders had competing narratives.
The engagement was structured in three phases over four months. Inigo Consulting conducted systematic portfolio review, analyzing market attractiveness and competitive position for each business unit through financial analysis, competitive benchmarking, and interviews with business leaders and industry observers. We then built explicit scenarios for core sectors across each geography, incorporating regulatory trends and competitive moves. Finally, Inigo Consulting facilitated structured decision sessions with the board and executive team, using the portfolio analysis and scenarios to drive explicit choices about investment criteria, risk appetite, and sequencing.
The group exited two businesses where achieving competitive scale would require capital exceeding realistic return thresholds. It concentrated investment in three areas where structural advantages existed or could be built: logistics in Chile, consumer goods manufacturing in Peru, and a specialized industrial segment across all three countries. The group also established a governance mechanism for annual portfolio review with explicit criteria for future capital allocation. Eighteen months later, both exits were complete, focus areas were outperforming, and the governance process had been used twice to make portfolio adjustments.
A foundation supporting literacy, teacher development, and civic education had operated for twelve years with expanding scope. By year ten, it was running fifteen separate programs with different funders, timelines, and metrics. The board raised concerns about fragmentation making it difficult to demonstrate cumulative impact, while staff were stretched across disconnected initiatives. Major funders were asking pointed questions about results versus outputs.
Our three-month engagement centered on collaboration with foundation leadership and staff. Inigo Consulting conducted structured interviews across the organization and with external stakeholders to understand what was working and where the foundation's genuine advantages lay. The diagnostic revealed the foundation was strongest when working directly with educators and school systems, with clearest impact in early literacy programs. Inigo Consulting facilitated working sessions to consolidate fifteen programs into four strategic programs, each with clear theory of change: early literacy and reading comprehension, educator professional development, school leadership and management, and strategic partnerships. For each program, Inigo Consulting helped design multi-year frameworks including outcome measures and funding strategies that reduced dependence on short-cycle grants.
The board approved the new structure and authorized resource reallocation toward the four programs. Two projects were phased out; three were transitioned to partner organizations. Externally, the foundation could now articulate a focused mission and demonstrate how programs built on each other. Two major funders transitioned from project-specific grants to multi-year programmatic funding, providing greater financial stability. Staff reported clearer priorities and reduced overload, though the transition required difficult conversations about roles and legacy programs.
An international investment vehicle wanted to evaluate Chilean logistics and light industrial assets. The investment thesis centered on e-commerce and manufacturing export growth driving demand for modern warehousing. The team had macro reports but lacked ground-level insight: How consolidated was the market? Which players had structural advantages? What were regulatory risks? Most critically, which local partners or acquisition targets were genuinely capable versus simply well-presented?
The six-week engagement combined quantitative market analysis with structured qualitative research. Inigo Consulting sized segments and analyzed value chain economics, supply pipeline, and demand drivers. Competitive assessment mapped major players, their financial backing and capabilities. Most valuable were the structured interviews with fifteen specialists: former logistics executives, commercial real estate developers, corporate logistics managers, and former regulatory officials. These conversations revealed critical insights about permitting variability by municipality, labor constraints in certain corridors, undercapitalized visible players, and attractive family-owned mid-sized operators who had never been approached professionally.
The client narrowed geographic focus to two urban corridors where fundamentals were strongest and permitting more predictable. It adjusted return expectations based on better understanding of development timelines and operational costs. Most importantly, it shifted from broad market screening to targeted outreach to three specific family-owned operators identified as having strong operational capability, attractive assets, and potential openness to partnership. Within four months, conversations with two companies were underway; one led to a joint venture that has since developed three facilities.
A mid-sized technology services company had grown steadily but was experiencing execution problems. Leadership had initiated seventeen "strategic projects" including a new product line, major CRM implementation, Peru market entry, internal systems overhaul, and international partnership. Nothing was moving quickly. Project teams competed for the same technical staff, priorities were unclear, and the CEO acknowledged leadership could not articulate which three initiatives mattered most.
The four-week engagement focused on portfolio review and prioritization. Inigo Consulting conducted structured interviews with project sponsors, managers, and technical staff about which projects were truly strategic, levels of resource consumption, and internal pipeline conflicts. Our analysts mapped all seventeen projects against strategic priorities and assessed feasibility given capacity and bandwidth. Analysis revealed only five projects were genuinely strategic and material to competitive position. Seven were valuable but not urgent. Five were legacy commitments that had lost rationale but continued consuming resources. Inigo Consulting then facilitated two half-day executive sessions: the first to accept findings and make hard choices about what to continue, defer, or stop; the second to redesign the five strategic projects with clearer charters, timelines, and governance.
The company halted five projects and deferred seven until strategic initiatives progressed. For the continuing five strategic initiatives, Inigo Consulting helped redesign structures with clearer scope, dedicated resources for the two most critical projects, and monthly executive reviews with go/no-go gates. Six months later, three of five strategic projects were completed successfully and two were on track. Technical staff reported significantly reduced overload and clearer priorities. The company established a quarterly process for reviewing its project portfolio against strategy and capacity before approving new initiatives.