Global Battery Manufacturer — Leadership Alignment
Aligning the leadership of a fast-growing global battery manufacturer around a single operating thesis before the next capacity decision.
Context
A global battery manufacturer scaling fast, with a leadership team that had grown faster than its shared understanding of what the company was becoming. Each major decision — site selection, chemistry roadmap, customer strategy — was being made with slightly different assumptions in different parts of the team.
Challenge
The next capacity decision was large enough that misalignment on the underlying thesis would be expensive for a decade. The CEO wanted the executive team genuinely on the same page before signing.
Approach
We ran a focused alignment process: each executive articulated their current operating thesis in writing, the differences were made visible, and the team worked them to resolution rather than papering them over. The output was a short, signed statement of the thesis the capacity decision would serve.
What shifted
The capacity decision was taken with full executive conviction rather than reluctant acquiescence. Downstream decisions — hiring, partner selection, customer prioritisation — flowed from the same thesis.
What shifted: the executive team stopped making the next decision with four different assumptions in the room.
Client identity anonymised. Specific metrics available under NDA.