Case study 1: Finding the next $3B for a global tech company

Growth Strategy · Market Entry · Where to Play

Situation

A global technology company wanted to expand into the hyperscaler market but had no clear view on where to compete or which products could realistically win. The opportunity was massive which made prioritization difficult.

Our Approach

We mapped the spend universe by product category, competitive intensity, and fit with the client's existing capabilities. For each of four candidate opportunities, we defined the addressable market, the investment required, the go-to-market approach, and the sequencing logic. The goal was to give leadership a clear, defensible answer on where to place bets.

Result

Identified four opportunities totaling $3.3B in entry TAM, adopted by the client’s leadership as priority growth investments with defined investment envelopes and roadmaps.

Case study 2: Channel conflict: GTM redesign for a medtech company

Sales Strategy · Channel Design · Segment Value Propositions

Situation

A global medtech company had grown heavily reliant on a small number of long-term distributors. Some of these distributors started developing their own white-label products in the same categories, turning key partners into direct competitors. Revenue was stalling, and the channel model needed a fundamental rethink.

Our Approach

We restructured the GTM model on two tracks: renegotiating distributor relationships to carve out clear, non-competing lanes based on each partner's portfolio, and developing direct value propositions to key buyer segments, moving away from a model where distributors controlled positioning entirely. In parallel, we designed alternative channel initiatives to gradually reduce dependency over time.

Result

Redesigned GTM strategy projected to generate US$40M in incremental revenue in the first year.

Case study 3: Fix or shut down: a portfolio call on a security product

Portfolio Strategy · Turnaround vs. Sunset · Investment Decision

Situation

A technology company had spent five years and significant R&D capital building an enterprise security product that wasn't gaining traction. Leadership was stuck between sunk cost, internal advocacy, and uncertainty about whether the problems were fixable.

Our Approach

We structured the evaluation across five areas: product, pricing, packaging, sales enablement, and marketing. The goal was to separate fixable execution problems from structural ones. We assessed competitive positioning, diagnosed where the commercial gap actually came from, and built the case for a specific path forward with milestones and investment requirements.

Result

Five-workstream recovery plan adopted by executive leadership, turning a costly internal stalemate into a clear decision with accountability and defined next steps.

Case study 4: Zero to three: launching partnerships for an EV maker

Business Development · Partnership Activation · Deal Execution

Situation

A large conglomerate entering the EV manufacturing market needed technology capabilities fast. Building in-house was too slow. The catch: they were a foreign company with no existing presence or relationships in the North American startup ecosystem, no program, no pipeline, no process for evaluating partners.

Our Approach

We built the program from the ground up: scouting strategy, partner evaluation criteria, and a governance model for cross-functional decisions. We owned the pipeline end-to-end, from first outreach through due diligence and signed agreements.

Result

Screened 40+ startups, closed 3 strategic partnerships in the pilot phase, and left behind a repeatable BD framework used for all subsequent partnership activity.

Lead Consultant

Patricia Le founded Haku Consulting to bring senior strategy thinking to technology and telecom companies that need clear answers, not just frameworks. She built her career across Monitor Deloitte, Accenture Strategy, and Ericsson, advising C-suites on growth, commercial strategy, and portfolio decisions across Asia, Europe, and North America.What sets her apart is the combination of consulting rigour and operator experience. She has sat within large technology organizations, understands how decisions are actually made, and knows what it takes to move from analysis to action.
She holds a Master's from Queen's University and is based in Toronto.Outside of work, she chairs a nonprofit bringing outdoor experiences to underserved communities and spends time at live performances, from orchestras and debates to the occasional play.