After a reorganization, Dell’s BU President needed to align a new leadership team around strategic priorities for a $50B business facing post-COVID disruption, supply chain chaos, and rapid technical innovation. Without a structured planning process, each function was lobbying for their own initiatives.

• Secured $15-30M for three transformation initiatives
• Peripherals revenue doubled to $1B+ in 3 years
• 20% NPS improvement, $5B revenue growth

Dell had just gone private after years of slow growth and needed to transition from opportunistic deal-making to disciplined, value-based strategic planning across a $60B company with four major business units. The challenge was implementing a completely new planning approach that would drive 3X value growth.

• Identified 18 issues for first Dell Agenda
• $100M sales capacity investment drove 400+ bps share gain
• Established repeatable framework across all BUs

Dell’s Net Promoter Score had stagnated at 35 for years, undifferentiated from HP and Lenovo. With limited resources and unlimited ideas about what wasn’t working, the challenge was identifying which customer experience moments truly drove satisfaction and building a focused transformation plan.

• Call handoffs reduced 50%, market share up 200+ bps
• NPS increased 7 points (20%) in 24 months
• Product NPS up 30%, online CSAT reached 75%

Dell’s docking business transitioned to universal USB-C standard and saw 40%+ growth, but margins collapsed by more than 20 percentage points. Despite explosive volume, profitability was hemorrhaging and no one could explain why the transition had been so costly.

• Margins returned to historical levels in 2 quarters
• Revenue doubled to $1B+ per year within 3 years
• Maintained 50%+ growth while restoring profitability

Dell’s PC portfolio had grown to 110 products with a fixed $200M R&D budget, leaving no resources for new growth opportunities. The challenge was identifying which products to eliminate to free capacity for higher-return investments without losing market coverage.

• Cut 15 products, freed $30M in R&D capacity
• Added 10 products in higher-return areas
• 100+ bps share growth, industry-leading profitability

Dell’s 105-product PC portfolio had become a maze for customers and sales teams. A single use case might be addressed by three to five products. The challenge was drastically simplifying the portfolio to improve customer experience while maintaining strong market coverage.

• Reduced products 35% to 68, cut coverage <2%
• Enabled brand simplification, eliminated low-recall sub-brands
• Freed resources for fit-for-purpose product development