Global Aftermarket Portfolio & Go-to-Market Strategy
Unlocking Growth Through Data-Driven Portfolio and Category Revamp
Led a strategic portfolio and category overhaul for a global aftermarket business facing unclear market sizing, channel conflict, excessive inventory, and inaccurate forecasting driven by legacy systems.
Established true market opportunity, defined category growth priorities, resolved forecasting and inventory issues through data-driven frameworks, and implemented a clearer go-to-market strategy aligned across regions and channels.
The revamp improved forecast accuracy, reduced stock inefficiencies, clarified category direction, and created a sustainable pathway for regional and global growth.
$9M+ Inventory Reduced
Material reduction in excess and misaligned stock.
Forecast Accuracy Restored
Resolved legacy planning and demand forecasting issues.
Growth Strategy Defined
Eliminated channel conflict and aligned go-to-market execution.
Portfolio and Category Revamp to Unlock Growth in a Global Aftermarket Business
Global Portfolio Strategy • Market Sizing • Go-to-Market Transformation
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Context
A global aftermarket portfolio faced slow growth due to unclear understanding of total available market, lack of category direction, channel conflict, excessive inventory holdings, and inaccurate forecasting driven by legacy systems.
Research & Insight
A detailed assessment was conducted to establish true market size, demand drivers, and category potential. Portfolio analysis highlighted forecasting inaccuracies, stock inefficiencies, and misalignment between product availability and market demand.
Strategy
Clear category goals and growth priorities were defined, supported by a shift from reactive inventory management to proactive, market-led category planning. Channel strategy was clarified to address conflict and improve regional execution.
Technology & Development Process
Data-driven portfolio frameworks and performance analytics were introduced to improve forecasting accuracy, inventory planning, and demand visibility. Governance and systems were strengthened to resolve legacy forecasting issues.
Commercialisation & Go-to-Market
A revised go-to-market strategy aligned sales, operations, and product planning around defined growth segments. Sales enablement and operational execution were brought into alignment with the new category strategy.
Outcome
Forecast accuracy improved materially, excess inventory in excess of $9 million was reduced, category focus sharpened, and the portfolio moved from fragmentation to strategic clarity, creating a sustainable pathway for global growth.