What opportunities should Beli, a social restaurant list-keeping and discovery platform built around personalized rankings, consider for long-term growth?
Management Division
What leadership capabilities should Matthew Leahy, Global Vice President and General Manager of Greif Inc.’s Asia Pacific region, consider when reorganizing his local leadership team as the multinational corporation transitioned to a new operating model?
How could OneGoal scale the organization without sacrificing the successful models that had always driven its results?
Should Bruin Point close a deal that came with risks or walk away from a two-year search without any results?
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?