Should Bruin Point close a deal that came with risks or walk away from a two-year search without any results?
Management Division
How should Ryan Turk, an entrepreneurial searcher, prepare himself for acquiring a business, even when it seemed out of reach?
For long term strategic growth, should Aavia scale the smart case for birth control pills or pivot to support development of its app, a tool to help customers track hormonal health?
How can Mala Town successfully scale from 11 to 200 stores while preserving its competitive advantage and overcoming the organizational, marketing, and cross-cultural management challenges associated with rapid growth?
What path should The Clear Cut, a direct-to-consumer jewelry brand, consider for its long-term future including proprietary software licensing, scaling the core business, or partnerships?
How should Zeta Global position itself for the future: prioritizing scaling data capabilities, investing in AI, pursuing a cloud-based strategy or a combination?
How should Apis & Heritage determine the appropriate scale and strategy for its second investment fund, given the firm’s mission to expand financing for employee ownership, limited track record, investors’ expectations around growth and discipline, and the operational risks of rapid expansion?
What strategy did Éric Martel, CEO of Bombardier, implement to turn around the business jet manufacturer struggling with weak financial performance and unsustainable debt levels after its restructuring to shed multiple business lines?
How should Jaipur Rugs design and implement a social impact measurement framework that preserves the founder’s values and artisan-centered mission while supporting strategic decision-making and intergenerational leadership as the company scales globally?
How should Climate United deploy large-scale public capital to catalyze private investments and market transformation in underserved clean energy sectors while maintaining financial discipline.