SELECTED CLIENTS
Top management of Fortune 1000 companies
Strategy, marketing and corporate development / M&A departments
Private equity and venture capital executives and their teams
Selected entrepreneurs of new ventures
We are professional growth strategists focused on helping executives and their teams make better growth decisions
Program managed global corporate growth strategy for $4b SBU. Project included baseline analysis, strategic options identification, options evaluation, strategy selection and recommended strategy articulation and detailed action planning. Coordinated work with 50+ executives worldwide.
Program managed global corporate growth strategy for $4b SBU. Project included baseline analysis, strategic options identification, options evaluation, strategy selection and recommended strategy articulation and detailed action planning. Coordinated work with 50+ executives worldwide.
Led development of approach to identify, size and evaluate growth and innovation opportunities worldwide for one of the largest oil and gas corporations. Included facilitation with GMs and VPS and the creating of an advanced analytical portfolio model to evaluate innovation opportunities.
Program managed global corporate growth strategy for $4b SBU. Project included baseline analysis, strategic options identification, options evaluation, strategy selection and recommended strategy articulation and detailed action planning. Coordinated work with 50+ executives worldwide.
Led development of approach to identify, size and evaluate growth and innovation opportunities worldwide for one of the largest oil and gas corporations. Included facilitation with GMs and VPS and the creating of an advanced analytical portfolio model to evaluate innovation opportunities.
Supporting optimizing pricing strategy for 3 major product lines for a $2b business unit. Coached 3 pricing analyst around best practices, streamlined heavy analytics. Designed and implemented worldwide strategic pricing dashboarding for NA, Europe and Latin America
Program managed for global real estate services firm, post-merger corporate strategy business case development, delivery options analysis, financial modeling for BPO opportunities and PMO for one of their largest SBUs.
We are professional growth strategists focused on helping executives and their teams make better growth decisions and deliver results.
David A. Bernal
Managing Partner
david.bernal@growthdecisions.com
LinkedIn
Mr. Bernal is Managing Partner of Growth Decisions Inc, a premier boutique Chicago-based management consulting firm that delivers customized, practical growth and innovation solutions across industries.
He is a business strategist and entrepreneur with nearly 20 years of experience in growth strategy and planning, market research, marketing, sales, innovation, new products and ventures with multinationals/leading organizations in the US, Europe, Latin America and Asia. Formerly a strategy consultant for Booz Allen & Hamilton, Mr. Bernal has advised companies such as GE Capital, Cargill, Scotts, United Airlines, Clorox, Goodyear, Eastman, AMA, BBVA, BP Castrol UK, Cementos Argos/GEA, Alticor, SCA, AGP Glass, LyondellBassell, VNSNY, and many others. He has successfully conceived, developed, and launched new products and businesses and solved complex growth-strategy problems at corporate and SBU levels.
Mr. Bernal is an adjunct lecturer of Management at Northwestern. He has also been an adjunct professor of Management at the School of Business Administration at Loyola University, professor of Marketing at the Engineering School at P.U.J. and guest lecturer at Northwestern.
Mr. Bernal holds an M.B.A. in Management Strategy, Marketing and Technology from the Kellogg School of Management at Northwestern, an MSc. in Finance and an MSc. in Marketing from Universidad de los Andes, Colombia. He also holds a B.S. in Industrial Engineering with honors from P.U.J. in Bogotá, Colombia. Additionally, Mr. Bernal is an alumnus of the Executive Leadership Development Program at CCL in Singapore, Asia. and from the Corporate Restructuring, M&A Program at Harvard Business School.
He is Member of the Association of Corporate Growth (ACG) and Association of Management Consulting Firms (ACMF). He is a native speaker of Spanish, fluent in English.
His firm was a finalist for the 2013 AMCF Value and Excellence in Consulting Awards in the growth strategies category.
Companies often have an abundance of data available, but many struggle to make sense of that data and to translate it into actionable insight for management. By keeping in mind these four best practices, management can create an effective competitive intelligence function that not only responds to your specific organizational needs and enhances decision making at multiple levels, but that also can become a long-term source of competitive advantage in the future.
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Step-by-step guide about the key aspects you need to keep in mind when preparing a funding package for investors.
Entrepreneurs typically ask us two questions about funding a new business. First, where do start-ups go to get funding to finance growth? And second, what can they do to effectively prepare for the “ask”?
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From our experience working with executives and companies around the world, we have identified 8 key dimensions that when properly evaluated, allow management to accurately asses the current state of their capabilities, evaluate gaps and craft improvement plans.
Due to the increase in competitive intensity across industries, the accelerated pace of business and the globalized nature of many organizations, top management is constantly pressured to deliver ever more challenging growth targets
Are you keeping pace, but feel like you have blind spots when it comes to your customers or competitors? Would you like to shore up these weak areas, and make sure you have alignment on strategy and growth expectations across your organization?
Working as a growth strategist, I have the good fortune of helping companies address their most pressing growth strategy and innovation challenges. Regardless of industry or geographic location, my clients are relentless in their pursuit of strategies that will produce consistent, profitable growth. However, I also see how top management can struggle as they go about identifying, articulating and prioritizing growth opportunities.
Top management of Fortune 1000 companies
Strategy, marketing and corporate development / M&A departments
Private equity and venture capital executives and their teams
Selected entrepreneurs of new ventures
Led worldwide customer strategy program for leading multinational in OEM automotive sector (AGP Glass, Brazil). Articulated and executed analysis of customer needs for core B2B customers in 20+ countries. Interviewed 80+ CEOs and top executives. Created system to allow company to track detailed customer metrics and insights periodically.