Designed and validated a strategic transformation for a telecom client aimed at driving sustainable EBITDA growth. The project involved a capital reallocation strategy, pivoting resources from underperforming physical retail locations toward Research & Development (R&D) to establish a high-value, product-led differentiation model.

Task 1: Strategic Roadmap & Problem Structuring

Outlined a strategic roadmap to drive sustainable EBITDA margin growth, establishing a capital reallocation strategy to pivot from a cost-heavy brick-and-mortar model to product-led differentiation , utilizing a MECE framework to structure three core diagnostic workstreams: Problem Structuring, Market Intelligence, and Financial Modeling.

Task 2: Competitive Market Strategy & Risk Assessment

Evaluated strategic profitability drivers to assess defensive versus offensive market approaches, mapping the direct impacts of cost efficiency and revenue uplift against infrastructure investment and attrition risks, utilizing structured comparative analysis between retail footprint rationalization and network quality enhancement.

Task 3: Quantitative Financial Modeling & Profit Impact Analysis

Projected an overall net profit strategy impact of $130,000,000 , calculating a $400,000,000 profitability increase from enhanced product quality alongside a $270,000,000 decrease from shutting down stores, utilizing quantitative financial modeling to stress-test R&D costs, new customer acquisition spending, and avoided operating expenses across 100 closed locations.