The situation
Orbis Health had grown through acquisition into seven loosely connected business lines. Growth had stalled, capital was spread thin, and investors had lost patience. A newly appointed CEO needed a clear, defensible strategy within their first six months.
What we did
- 01
Where value is really created
We analyzed returns, growth, and competitive position for each business line, and how much each depended on the others.
- 02
Clear choices, made together
Two board working sessions aligned directors and the executive team on which businesses to build, fix, or sell.
- 03
A funded roadmap
We built a sequenced plan to divest two divisions and reinvest the proceeds in the core clinical services business.
The impact
Orbis divested two non-core divisions, redeployed $1.1bn into its core, and has since grown that business at more than twice its previous rate.
“Mandate gave our board a single, defensible view of where to take the business next.”
Nadia MorganChair, Orbis HealthFacing a similar decision?
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