Fast Track Asia
The challenge
Accelerate the expansion of Botify in Asia, one of the companies in which Fast Track had invested.
How we did it
Botify.com is a technology company providing services to online retailers around the world.
We aligned a newly formed team with a high level of functional diversity – sales, finance, technology and HR – and geographic diversity – Australia, Singapore, Indonesia, Japan, Switzerland, France, Thailand and Spain.
In just three days, and through online sessions, a collaborative, strengths-based culture was fostered, which allowed for the definition of both strategy and country-specific implementation plans.
The next phase was to roll out the sales plans locally, accompanying the different teams.
The impact
In addition to the results, a culture of action and creativity remained online as a formula for success on a daily basis.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
Pepsico
The objective was to fully optimize the new channel strategy, structured around the five “Must Win Battles” (MWBs) defined by Pepsico’s headquarters in the U.S. The goal was to effectively and quickly engage everyone directly or indirectly involved with the channel. Pepsico achieved a 4-point increase in DTS market share.
This success was achieved because of the hundreds of people who influence channel management with very diverse and closely interconnected roles: from the CEO to the delivery drivers.
Eroski – Grateful Sale
Improve the sales capacity of customer service people. Enhance their commercial skills and attitudes to achieve greater results, while increasing customer satisfaction.
Friselva
Friselva sought to engage its 1,000 workers in a reflection process to optimize operational processes, while fostering a deeper connection between people and an authentic understanding of their motivations.
GRIDSPERTISE
Gridspertise is a global technology company specializing in digital solutions for power distribution. At the end of 2024, it acquired AIDON, a leading company in Northern Europe, with a very different culture, size, and offering.
The challenge was clear: to prepare the real fusion of two such different companies, using the market as the main driver of change. Although the legal integration was scheduled for December 2025, the mandate was clear: start in January of that year.
It was not just about adding products or teams. It was about initiating a deep integration through action—building, from day one, a shared vision of what Gridspertise and AIDON can offer together to the global energy market.
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