A Track Record of Growth

Over the years, I have helped eight businesses double their revenues, ranging from <$100 million in sales to >$1 billion in sales. I’ve helped launch five new >$100 million dollar brands and revitalize several stagnant legacy brands back to growth. I’ve seen clients generate nearly $8 billion dollars of annual, incremental revenue across a wide variety of circumstances. How? By aligning with like-minded leaders, those who love learning about consumers and growth strategy, executives who are more excited about creating a compelling vision than just competing, general managers who are willing to take calculated risks and play to win versus playing it safe. When these characteristics are true of the team, the collaboration is exponentially more fruitful. And it’s more fun!

Distinctive Thought Leadership

Deciphering today’s consumers can be a complicated puzzle. While there are many ways to do that, I’ve found that the simplest and speediest way is to target your most passionate — and most profitable. Known as “superconsumers,” these loyalists answer difficult questions you need to ask, such as: “What needs to be true to double the category we’re in, or the category we’re after?” Most leaders don’t ask themselves such audacious questions. Instead, they stick to the old, familiar model of competing to steal market share. That well-worn path is a poor growth strategy long-term. The far better way to gain a bigger piece of the pie is by growing your category and/or creating a new category. After all, research shows us that 1% of brands capture 80% of category growth. Category creators — those with a missionary vs. mercenary mindset — grow revenues 4x faster and market capitalization 6x faster.


No Bait and Switch

Building a winning growth strategy is about more than hindsight. It requires foresight. It requires trailblazing. That means deploying more senior partner brain power to your specific situation. With EddieWouldGrow, that’s what you get — insights from the company leader, the expert in the field. Since my time — and yours — is precious, today, I partner with clients that are willing to look at the drivers of growth and say, “What kind of risks can we take to achieve the outcomes we desire?

Life is too short to waste money and time on advisory work that isn’t enjoyable — and isn’t going anywhere. Consulting through EddieWouldGrow begins with an alignment of key values and philosophies and then is tailored to your specific circumstances, your specific categories. That leads to a collaboration that gets results.

Business to Businesses

I help companies grow. As a growth strategist, author and speaker, I look at business from a different perspective. A growth strategy is about more than just stealing market share from a competitor, which is what most companies do to grow. That leads to short-term tactics like discounted pricing, me-too innovation and benchmarking best practices that may work in the short-term by “renting” market share, but ultimately destroy industry profitability.

For companies with extremely high market shares, the only way to grow is by growing the category or, even better, creating a new category. My research shows that these strategies pay huge dividends: 1% of brands capture 80% of category growth, and category creators grow revenues four times faster with market capitalization that is six times higher.

Eddie’s Approach Reinvigorates Businesses

The Swingline stapler brand had flat growth, but grew 19% within 9 months of implementing our retail strategy. The Braun electric shaver brand was slightly declining, but grew 8% and 9% in consecutive years after implementing its growth strategy. The Ball Park hot dog brand had flat growth for years. Then our category growth strategy helped it launch a $100 million innovation and doubled the brand within five years. All of this was organic growth without any incremental spending or costly acquisitions.

Today, I work with smaller up and coming companies that are either category growers and/or creators. These companies don’t have a growth problem, but rather have a growth management problem. They are growing 50% plus per year and are constantly under-investing in the business because they can’t figure out “how high is high?”