Pentair, a $6 billion global manufacturing and engineering solutions-provider in the water and technical products segments, was looking to evolve from a holding company of approximately 50 individual brands and reseller channels to a single, unified corporation. They were looking for help rising above the myriad of marketing, sales and engineering silos and transitioning from a manufacturer of products to a provider of innovative solutions. This evolution meant that their business model, brand, technology and sales channel strategy would need to change.
I directed the creation of a strategic plan that fundamentally changed the branding, go-to-market, and business strategy for Pentair. In turn, I directed the UX team that translated the digital business strategy into a series of online templates, tools and systems that were designed to flex and grow as the company expanded lines of business and acquired new ones.
In turn, I was jointly responsible for managing the client relationship with VP and C-level officers — including quarterly meetings with the CEO.
The following are a small cross section of work samples from the last 3 years of my relationship with Pentair.