Services
Five areas where Forging Ways can help.
Senior-led transformation, programme delivery and cross-border work for mid-market companies and their investors — from the first analysis through to the business that has to run afterwards.
The span
Supporting projects that cross functions and countries.
The things that stall a mid-market business rarely sit inside one department — a system decision with a commercial consequence, an integration plan nobody can staff, a board that needs one version of the truth. Forging Ways covers the whole span, and brings in specialists for the parts that need them.
Strategy & Commercial
- Business strategy
- Commercial & pricing models
- Business cases & finance
- Market entry
Technology & Systems
- IT landscape & architecture
- ERP / PIM / CRM selection
- Migrations & carve-outs
- Data & reporting
Delivery & Governance
- PMO & programme governance
- Integrated planning
- Risk & dependency management
- C-level & board communication
Who the work is for
Sector experience
Where the work has been delivered
Four industries, each with a real programme behind it — not a list of logos.
FMCG & Consumer Goods
PE-owned German manufacturer, ~150 employees. Seventeen months across IT, PIM, e-commerce and board reporting.
Oil & Gas
Programme governance on a cross-border IT separation, plus SAP S/4HANA transformation and carve-out experience in the sector.
Technology & Software
Product and platform organisations, SaaS operations, and early-stage commercial and go-to-market work.
Manufacturing
Plant and supply-chain systems, ERP landscapes, production planning and vendor consolidation.
01 · PMO & Programme Governance
Governance that holds.
The plan, the risks, the decisions and the board pack — owned end to end, so a steering committee works from one version of the truth.
PMO setup & methodology
Structure, cadence and tooling that a programme will actually use.
Integrated planning
One plan across workstreams, with dependencies made visible.
Risk & issue ownership
RAID discipline, escalation paths and decisions that get taken.
Steering & board material
Reporting senior stakeholders can act on, not decode.
02 · Transformation & Post-Acquisition Integration
From Day 1 to value captured.
Integration management that turns an investment case into an operating business — not a slide pack filed after closing.
Day 1 readiness
What must work on the first morning, and who owns it.
Target operating model
The structure, processes and roles the business runs on afterwards.
Synergy tracking
Value capture measured against the case, quarter by quarter.
Investor & management alignment
One narrative across the board, the sponsor and the floor.
03 · IT Carve-outs & Migrations
Separate the systems. Keep the business running.
Carve-out execution, migration and landscape rationalisation — including the licensing and handover detail that usually derails the end.
Landscape & cost assessment
What exists, what it costs, and what can go.
Carve-out execution
Separation plans, TSAs and the sequence that keeps operations live.
Migration & go-live
Cutover, hypercare and the week nobody wants to improvise.
Licensing & handover
Audit-ready documentation and a clean exit from the programme.
04 · Cross-border Expansion
Two countries. One operating team.
Market entry across DACH and CEE, and the practical work of making owner and target operate as one — in their own languages.
Market & regulatory assessment
What the market actually allows, before the plan is written.
Entry strategy & commercial model
Route in, pricing and the economics that hold.
Local partner identification
Legal, accounting and delivery partners worth the introduction.
Cross-cultural alignment
Communication that survives two head offices and three languages.
05 · Business Plans & Start-up Growth
The plan an investor actually reads.
Commercial model, go-to-market and investor readiness for founders and early-stage companies that need commercial weight, not another deck.
Business & revenue model
How the company makes money, stress-tested.
Go-to-market structure
First customers, channel and the sales motion behind them.
Financial case
Numbers that survive diligence, not a hockey stick.
Investor readiness
Positioning, materials and the questions that will be asked.
“Every engagement begins with understanding your specific context. We are here when the challenge demands more than a standard playbook.”
Get in touchInitial conversations are always complimentary. No obligation.
