Two parallel streams, fixed scope, 90 days. Stream 1 turns Bain's diagnosis into a transformation engine that delivers wins inside the first six weeks. Stream 2 designs the CEEI media operating model and lands a deployment plan ready to execute on day 91.
Carlsberg has the strategy. Bain's discovery work mapped the current state into 5 Centres of Excellence, 6 capability areas and a clear set of "from / to" tensions. What's missing is the how: a defined "to-be," an operating model that lands beyond HQ, a Marketing Academy that fits the next decade, and an integration mechanism that turns separate workstreams into one CMO-facing programme.
REBORRN comes onboard at exactly that handover. Across L'Oréal, CJ Foods, Coca-Cola, PMI and Nestlé we've operationalised post-strategy-firm transformations — not by writing more decks, but by shipping the artefacts, tools, JDs, dashboards and operating models that turn intent into adoption.
In the next 90 days, we propose two parallel streams that will give Carlsberg's CMO and the marketing leadership group visible, measurable progress — and Dmitry's office the wins it needs to set the cadence for the rest of the transformation arc.
The change engine. Define the to-be, lock the change roadmap, ship visible wins inside the first six weeks, scale capability and operating model through day 90.
Design the final hub-and-cluster operating model for Central and Eastern Europe and India (CEEI). Land a deployment plan ready to execute. Day 91, deployment begins.
The role at the centre of marketing transformation isn't a strategy office. It's a change engine: it authors one narrative, integrates every CoE programme into one CMO-facing dashboard, and leads the org's adoption of new ways of working — capability building in particular.
Contracts signed. NDA executed. Procurement closed. Teams and other working accounts opened, access to Bain's pack and internal repositories provisioned. Calendars aligned with Dmitry's office and the five CoE leads. By Friday 8 May, day 1 is a delivery day, not an admin one.
One week of compressed immersion. Working sessions with each of the five Centres of Excellence to map the current state from the inside — programmes in flight, decisions pending, tensions live. Calibration on Bain's pack and on the Korn Ferry skills work. By day 7, REBORRN is up to speed and the to-be drafting begins with no further onboarding cost.
Five measurable 2030 end-state KPIs drawn directly from Bain's own data, on a single page. Sealed with CMO. Announced to the marketing org. The page Bain owed and didn't ship — done in the first fortnight.
The change roadmap lands on a page every Marketing Council can read. The narrative engine starts publishing weekly. The first capability sprint lands in a priority brand team. The first productivity wave puts dollar targets on creative-spend rebalancing and agency consolidation. By the end of the first six weeks the org has felt four concrete moves it didn't see in the previous twelve.
Forums, narrative cadence, milestones, decision rights. The transformation arc on one sheet, used at every Marketing Council.
Short written piece that lands the same week as Marketing Council. Carries the narrative across markets.
One high-leverage capability deployed with one priority brand team. 30-day adoption + cycle-time delta measured.
Creative & production spend rebalancing target set; agency consolidation pitch scope (global or regional) committed.
The CoE programme integration dashboard goes live — one CMO-facing view of every initiative in flight. Governance and decision-rights design lock. The skills map, already in flight with Korn Ferry, closes. The next Mark Ritson Mini MBA cohort scales beyond the existing 80+ marketers. The brand plan template ships and pilots with one of the top 12 LPBs.
Single CMO-facing view of every programme across the 5 CoEs — status, dependencies, decisions needed.
Marketing Council redesign, RACI between Dmitry's office and the four CoE VPs, escalation paths.
21st-century marketing skills calibrated for brand teams, CoE specialists, market leadership. Reference for every L&D and hiring decision.
One template across the LPB portfolio. Cuts plan-build time materially.
The capability deployment pattern is codified into a playbook your team can scale without us. The first LPB pilot completes — one brand lead becomes an internal advocate for the new way. The top-12 LPB prioritisation framework signs off with Yves. Productivity Wave 1 is in market with measurable impact. By day 90, Stream 01 isn't a programme that needs REBORRN to keep moving — it's a rhythm Dmitry's office runs.
Repeatable pattern from the pilot: selection criteria, deployment cadence, change tactics, success metrics.
One of the top 12 LPBs sharpened end-to-end — positioning, brand plan, 2026 calendar — using the new template.
Clear criteria for which LPBs get global support and at what depth. Defensible answer to "why this brand and not that one."
IPB creative & production rebalance targeted; agency consolidation pitch ready; brief-to-asset cycle compressed in at least one anchor.
CEEI spans from Italy to India. Some markets have marketing teams of three to six people, no dedicated media specialist, and inconsistent connection to the central Media & Digital CoE. The regional VPs already have buy-in to fix this. What they need is a fully designed hub-and-cluster operating model — and a deployment plan that's ready to execute on day 91.
Stream 02 is not an execution stream. It is a 90-day design engagement that lands two artefacts at the end: the final operating model and the deployment plan. Deployment begins after.
Hub-and-cluster structure for the entire CEEI region. Locked cluster definitions. Role definitions and team sizing for each market and for the regional hub. Reporting lines into the Media & Digital CoE. Decision rights between markets, hubs, and centre. The full design document, internally signed.
Day-by-day rollout plan: which clusters move first, which roles are filled or rebalanced, communications cadence per market, change-management interventions, success metrics, risk register. Ready-to-execute kit so deployment kicks off on day 91 with no further design loops.
Stream 02 deliberately does not begin execution within the 90 days. It is a design and planning engagement — the goal is that on day 91 the deployment can start cleanly, with the regional VPs and CoE peers already aligned, the clusters already designed, and the rollout sequence already committed. That continuation engagement is scoped separately.
We've spent years deploying transformation at scale across the world's largest consumer organisations. We've earned the scars to know which strategy-firm prescriptions translate to the real org and which stay on slides.
Bain handed them a strategy deck. We wrote the employee handbook.
Operationalised the move from siloed marketing capabilities to cross-functional category teams across three-plus markets. Role by role, week by week.
McKinsey designed Global Functions. We built JDs, capability maps, and the CMO's townhall.
Designed every role inside the new Global Functions architecture. Mapped capabilities. Clustered markets. Role-mapping all the way through to the Global CMO's townhall delivery.
Bain left in 2021. We've been delivering the transformation since.
Multi-year operationalisation including new creative development process, new innovation process, new brand positioning framework, new agency-operating model and more.
Cascading global strategy to local. Capability uplift inside category teams.
Narrative architecture, governance rituals, content supply chain, and rapid prototyping inside traditional brand orgs (PMI). Capability framework deployment into market teams (Nestlé).
Killed the deck. Shipped the platform brand teams open every Monday.
Designed the TB4L brand framework and the platform that brand managers actually use to apply it across markets. Capability that gets adopted because it's better, not because it's mandated.
The Marketing Capabilities Benchmarking platform we run ourselves.
Used by global FMCG marketing leaders to map their org against industry-leading capability standards. The diagnostic baseline for Stream 01's skills map. marketing-capabilities.reborrn.com
Both streams are quoted as fixed-price 90-day engagements. We don't price for time — we price for the value of the artefacts, the decisions, and the outcomes. Performance- or milestone-based structures are available for the productivity outcomes within Stream 01.
Single point of contact. Dafni Prosalika supports across both streams and remains your single point of contact for the engagement.
Payment terms. Per Carlsberg standard, invoiced through Carlsberg Denmark AS, 92-day payment terms.
Performance option. A portion of Stream 01's fee can be structured against documented productivity outcomes (creative spend rebalancing, agency consolidation savings) on milestone-based release. Detail available on request.
What's not in scope. Stream 02 deployment beyond day 90 is a continuation engagement, scoped separately on the basis of the deployment plan delivered. Pricing for the continuation will be transparent and based on the cluster sequencing committed on day 90. Travel, accommodation and venue booking, when needed, are not included in the scope and are billed at cost.
We're sized to start within a week of approval and to run both streams in parallel from the same start date.
Stream 01 has shipped its four visible wins. The operating model lands. The capability stream rolls. Stream 02 hands over a final design and a deployment plan ready to execute. CMO has the proof points to take to ExCom.
REBORRN · 29 April 2026 · v1.0