This multinational is principally developing and supplying chemicals and biochemicals to global agricultural regions. The products protect and/or feed many crops, from staple-diet carbohydrates to avocados and flowers. Four of their LATAM countries were failing to meet target or budgetary objectives. A gifted senior manager was elevated to her first country-wide CEO role, with her leading in all four of the selected country markets.
Dr. McLeod was engaging with the CEO in 2024-2025 to develop her leadership and to co-develop strategies and tactical actions to improve the financial performance of the business. Approximately 40% of the products were commodities with little scope for improving margins; however, existing and developing product lines were more amenable to both market penetration and increased margins. Part of the strategic changes involved improved engagement with farmers; listening to both their narrow and the broader needs. This was done without investing in more structure or staff, but seeking third-part partnerships which, aligned with the corporate brand, would give comfort to many farmers. The meta affect was increased buying loyalty and solidly protected margins. We also took winning tactics from one geographic area and replicated these appropriately in other geographic markets.
The human side of performance was not ignored. Country managers and key stakeholders were engaged, developed and supported by the new CEO. Staff had clearer business objectives and sight of data-driven performance measures. All of this was conducted positively while 25% of staff were being laid off globally – the presence of fear was obvious during our first months. The measures taken to engage quite rapidly turned around the fear issues; these measures included structured and deliberate acknowledgement of success.
In 11 and a half months, we turned all four countries around from failing to exceeding both budget and target financials.