Ninety days to visible progress on Carlsberg's marketing transformation.
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.
- Prepared for
- Dmitry Pilipenko
Head of Marketing Excellence & Transformation - For approval by
- Yves Briantais
Group CMO - From
- REBORRN
Dafni Prosalika · Costas Mantziaris · Giorgos Vareloglou - Date · status
- 29 April 2026
Final scope · v1.0
Translate the Bain diagnosis into momentum the org can feel.
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.
“The only strategy is delivery.”
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.
Marketing Transformation
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.
CEEI Media Operating Model
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.
Marketing Transformation. The change engine.
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.
What CMO sees in 90 days
The 90-day arc
Pre-start. Lock the rails so day 1 is delivery, not paperwork.
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.
Fast onboarding to the as-is. Starts Monday 11 May.
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.
Lock the “to-be.” Seal it with CMO. Announce it.
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.
Four visible wins. Each one in Dmitry's voice, signed by CMO.
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.
Operating model lands. Capability stream rolls.
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.
Scale the proof. Hand the rhythm to your team.
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 Media Operating Model. Designed and ready to deploy.
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.
The 90-day output
Two artefacts. Both signed by Yves and the CEEI VPs by day 90.
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.
How we get there in 90 days
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.
When the big 4 leave, we come onboard.
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
How we work
- →Makers over consultants. We sit inside the work, not next to it. We build artefacts, not recommendations.
- →The people in the first call are the people doing the job.No partner high-level oversight, no swap-out for a delivery team you've never met. The faces you meet are the hands on the work.
- →Multi-stream parallel capacity.The moment a stream has a locked plan, our maker team executes while leadership moves to the next decision. You don't wait for us to finish one thing before we start the next.
- →Lightning on advisory and decision-making, slow on bureaucracy.The valuable part is sharp thinking and fast direction. Once that's locked, we get out of meetings and into delivery.
- →Every week ships.If a Friday passes without something visible, that's a problem we own.
Fixed-price, value-based, scoped to the 90 days.
Both streams are quoted as fixed-price 90-day engagements. We don't price for time, we price for the artefacts shipped, the decisions sealed and the dollar outcomes targeted. Stream 01 alone covers 13+ named artefacts and a Productivity Wave 1 sized in the multi-million range; the fee is set against those outputs, not against day rates.
What's behind the number.Stream 01's fee is set against ~13 named artefacts, the to-be page, change roadmap, programme dashboard, governance design, skills map, brand plan template, capability deployment playbook, LPB pilot, top-12 prioritisation framework, the running narrative engine and the Productivity Wave 1 dollar targets, delivered by a senior team, not a junior bench. Stream 02's fee covers a region-wide design (Italy to India), full cluster modelling and a deployment plan that lets day 91 start without further design loops.
Single point of contact. Dafni Prosalika supports across both streams and remains your single point of contact for the engagement.
Payment terms. 30% downpayment upon project kick-off. 70% payment upon project closing.
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.
Three things to start the clock.
- →CMO budget approval.
- →NDA & contract. NDA already drafted on REBORRN side. Procurement can start in parallel; contracts run through Carlsberg Denmark AS.
- →Day 1. The clock starts when CMO approves and the contract is signed.
We're sized to start within a week of approval and to run both streams in parallel from the same start date.
Ninety days from approval, the marketing transformation has visible momentum.
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.