Case studies

Real problems, anonymised results

Client identities are withheld to protect confidentiality, but every detail below reflects a genuine Littlebrook engagement and outcome.

Retail

Repositioning a mid-sized retail client for margin recovery

The challenge

A mid-sized retail client with over 60 stores was facing three consecutive years of declining gross margin, driven by an unclear mix of underperforming formats, rising occupancy costs, and inconsistent pricing discipline across regions.

Our approach

We built a store-by-store profitability model, segmented the estate into keep, fix, and close categories, and worked with regional managers to redesign pricing and promotional governance over an eight-week engagement.

The result

Gross margin improved by 4.2 percentage points within two quarters, and the client closed or renegotiated leases on 9 underperforming locations, avoiding an estimated $1.8M in annual losses.

Healthcare

Redesigning the operating model for a regional healthcare provider

The challenge

A regional healthcare provider operating across six sites was planning to double its footprint within three years, but its existing management structure had unclear decision rights and duplicated administrative functions.

Our approach

We mapped decision-making across every layer of the organisation, consolidated overlapping administrative roles into shared regional functions, and designed a scalable governance model to support future site openings.

The result

Administrative overhead dropped by 14%, decision cycle times for capital requests fell from six weeks to under ten days, and the new model was adopted as the template for two subsequent site launches.

Manufacturing

Guiding a family-owned manufacturer through a succession-driven strategy reset

The challenge

A family-owned manufacturing business preparing for a generational leadership transition needed an independent view of its market position and a growth strategy the incoming leadership team could commit to.

Our approach

We conducted a full competitive and customer analysis, facilitated strategy workshops with both outgoing and incoming leadership, and built a three-year growth plan with clear ownership assigned to the new team.

The result

The business launched two new product lines identified during the engagement, generating 11% revenue growth in the first year under new leadership, with full alignment across the ownership group.

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