The subsidary's CEO was a new hire, unfamiliar with the parent company's practices.  A wide disparity in cultural backgrounds existed between the parent company and the subsidary, and among the subsidary's senior management.  Although all were highly skilled professionals with experience managing global firms, these variances in business approaches had not yet been resolved.  The subsidary was competing in a regulated environment, and their competitors were among the largest firms in the world.

Working with the subsidariy's senior management, we guided the development of investor presentations.  These presentations defined the subsidary's strategies for the first time.   The team specified key regions for development, established project valuation methods,  identified methods for winning projects, and set other organizational strategies that collectively created and sustained a set of distinct competitive advantages. 

We then assisted in the presentation of this strategy to a variety of  firms throughout Europe.   Done as part of an Investment Banker lead effort, the presentations were sufficient to attract meaningful bids for participating in the ownership of the subsidary.  The stratetgy was particularly important to this effort, as the subsidary  had at the time minimal existing operations.