Problem:
A manufacturer and engineering contractor of pure and ultrapure water systems for the semiconductor and pharmaceutical industries sought to assess entry into the reprocessing business for single-use medical devices (R-SUD). As the R-SUD sector remains in an early stage of maturity, the client needed a clear understanding of market potential, regulatory frameworks, and competitive dynamics across Japan, Europe, the U.S., and China before making an investment decision.
Action:
Conducted a comprehensive study of the R-SUD market covering: identification and classification of key single-use medical devices by invasiveness, structure, and materials; estimation of usage volumes and trends across Japan, the U.S., Europe, and China; analysis of market sizes, regulations, permitted devices, and sterilization standards; and mapping of leading R-SUD companies such as Stryker and Hogy Medical with insights on operations and reprocessing capacity.
Result:
Delivered a comprehensive market and regulatory landscape enabling the client to evaluate the feasibility and strategic positioning for entering the R-SUD cleaning and sterilization business.(Specific outcomes and recommendations cannot be disclosed due to confidentiality obligations.)

Problem:
The client aimed to evaluate near-term entry into CCUS but lacked clarity on which flue-gas solutions and players were closest to deployment. They needed evidence on technical requirements (facility/utility conditions), expected costs, and credible partners, grounded in patents, literature, and practitioner insight.
Action:
Defined criteria for deployable flue-gas CCUS and shortlisted six key players. Created company briefs on reference plants, TRL, partnerships, and cost drivers. Conducted patent-based technical reviews of solvent chemistry, absorber/stripper flow, operating ranges, and utility needs. Estimated unit economics by industry and validated assumptions through five expert interviews. Summarized insights in a comparative scorecard and roadmap highlighting feasible pilot candidates.
Result:
Benchmarking and decision framework delivered; specific outcomes are confidential.

Problem:
A Japanese manufacturer considered entering the EV charging market and needed an evidence-based view of Europe and the U.S.: market size/growth, who is winning (CPO/EMSP/OEM/energy majors), monetization levers (utilization, pricing, subscriptions, retail/ads, credits), reliability and uptime issues, and the near-term role of V1G vs. V2G, so they could select target countries/segments and a viable business model. The team also required partner shortlists and case-study proof points.
Action:
Sized EU/U.S. charging markets; mapped industry structure across CPO/EMSPs, OEMs, and energy majors; developed targeted case studies. Designed a go-to-market strategy by segmenting demand pools and analyzing operator financials to assess business-model viability and monetization levers (utilization, pricing, subscriptions, retail/ads, credits). Built customer and operator archetypes to define priority segments and value propositions; benchmarked reliability/uptime risks; outlined entry pathways)
Result:
The EV charging domain was deprioritized due to the potentially long path to monetization and the associated cash-flow implications across other business units, resulting in a high-risk profile and a decision not to enter. Capital was reallocated to higher-return opportunities. Further details remain confidential due to nondisclosure obligations.

Problem:
The company operated across several European markets, but opportunity and pricing information was managed through fragmented Excel sheets alongside SAP. Because data was not standardized, the commercial team and management lacked clear visibility into each opportunity’s profitability, discount patterns, regional performance differences, and consistent criteria for prioritizing opportunities.

Action:
Evaluated CRM software and introduced a new CRM system (integrated with SAP) to replace the Excel-based opportunity tracking, defining required fields, input rules, and opportunity categories to support consistent pricing discussions. Analyzed opportunity pipelines and historical sales data by market, product line, and customer segment to identify where margins were being eroded. Created a simple prioritization framework so the sales team could distinguish high-value opportunities from low-impact ones.

Result:
Improved data quality and visibility for pricing decisions, enabling faster and more consistent final negotiations. Reduced administrative workload for the sales team by 13% and helped management compare opportunity performance across regions more easily.