Before Clove, I spent years doing profit work for some of the world's largest consumer brands at Bain & Company. The engagements below are from that chapter — different scale, same discipline. They're here as background on how I was trained, not as evidence of what Clove does: for that, read the Valentte story.
Global apparel brand · $3B+ revenue. Mapped category growth, market share, and customer value across sub-brands and countries ahead of a difficult earnings call. Leadership refocused investment on a fast-growing, high-repeat category — a nine-figure profit opportunity over three years.
Global home & personal care brand · $5B+ revenue. Built the US P&L and macroeconomic scenario model linking Covid-era behavior shifts to category demand. It became a core planning tool through the first year of Covid, guiding investment and inventory decisions and helping capture ~$600M in productivity savings.
Global food & beverage brand · $15B+ revenue. Analyzed each hero SKU against competitors to set price, bundling, and shelf strategy by buying occasion. The work shaped the brand's Walmart negotiation strategy and the pack-price moves behind it.
American financial services brand · $10B+ revenue. Used Bain's Elements of Value® to systematize how an emerging, poorly-understood customer segment perceived the brand. Leadership got a structured plan for positioning, messaging, and service investment to retain the segment as its core base shrank.
American civil rights nonprofit · $50M+ revenue, 40k donors. Diagnosed two years of declining donations as a segmentation problem — including a donor segment with 10× the median lifetime value. Delivered the organization's first real segment view and a targeted plan per segment.