Chile’s leading consumer company in its field


– Several controlling families
– Second generation of shareholders families as Directors
– Need to resume growth to multiply company revenue x3
– Operations in multiple countries, increasing management complexity

  • WHAT
    • • Definition of a new corporate aspiration and mandate for the executive team (e.g., growth and profitability)
    • • Creation, alongside the executive team, of an integral transformation program supported by four pillars:
      • Corporate governance
      • Strategy
      • Culture & talent
      • Distinctive operation
    • • Analysis of organic and inorganic growth opportunities



  • • Supporting shareholders in defining and establishing operating agreements
  • • Elaborating a “change story” to communicate the mandate to management
  • • Involving all operational units in the definition of strategies and initiatives
  • • Identifying common cultural elements of the different countries and the adjustments required for the implementation of a “unique culture”
  • • Mapping the talent pool of first and second level managers
  • • Individual and group coaching to accompany the change process


– Consensus among controlling groups regarding the future plan and achievement of the inorganic growth forecasted.