Two libraries: market research reports for industries Rospex actively tracks, and short-form insights drawn directly from 25+ years of commercial and operational work. Specific, opinionated, and grounded in actual engagements, not generic consulting commentary.
Demand drivers, competitive structure, M&A dynamics, and outlook for the Southeast commercial and residential HVAC market.
Open Report →Competitive landscape, technology shifts, and demand patterns across rigid and flexible food packaging segments.
Open Report →Demand drivers, regulatory shifts, and competitive structure in the low-voltage and lighting controls segments.
Open Report →Niche segment analysis covering supply, demand, and pricing dynamics in curved and bent plywood manufacturing.
Open Report →Regional market structure, competitive fragmentation, and growth drivers in the Southeast U.S. installation services market.
Open Report →Independent closed-transaction data on SDE and EBITDA multiples by industry, what drives the expectation gap, and how to evaluate any asking price.
Open Report →Market size, fragmentation, and investment outlook for residential and light commercial plumbing and drain care in the Carolinas. Covers operator economics, demand drivers, and the competitive gap no national platform has yet filled.
Open Report →Sector overview of independent value-added packaging distribution and corrugated converting. Covers market economics, the hybrid manufacturer-distributor model, M&A roll-up dynamics, and Southeast competitive structure.
Open Report →Structural transformation of the premium foodservice disposables sector driven by EPS bans, plastic reduction mandates, and the shift toward fiber and compostable formats. Covers competitive landscape, margin dynamics, and strategic outlook through 2030.
Open Report →Substrate-level cost analysis across PP, PET, EPS, molded fiber, multilayer film, and paperboard formats. Covers resin procurement scale economics, OEE benchmarks, and the operational levers that separate top-quartile converters from average operators.
Open Report →Post-consolidation competitive hierarchy across 18 major global players following $40B+ in transactions in 2024–2025. Covers Tier 1–4 platform positioning, M&A multiples by asset type, and the mid-market divestiture opportunity created by large-platform integrations.
Open Report →Binding regulatory milestones from PPWR, PFAS phase-out, California SB 54, and PCR mandates through 2032. Covers substrate winners and losers, PCR supply economics, and strategic positioning implications for converters and investors.
Open Report →Sector overview of highly visible packaging solutions — thermoformed blisters, clamshells, blister cards, and folding cartons. Covers competitive structure, sustainability-driven format migration, M&A valuations, and the pricing excellence opportunity in mid-market converting.
Open Report →Three structural flaws appear in nearly every broken compensation plan: team-based metrics that sever individual accountability, working-capital-style metrics most reps can't define, and inadvertent rewards for bad behavior...
ReadIn most sales organizations, overachievers — those exceeding budget by 10%+ consistently or repeatedly — generate 80–90% of all incremental growth...
ReadAt a global manufacturer, one region's incentive plan penalized past-due receivables, but measured them incorrectly. Salespeople responded rationally: they extended payment terms to shift balances from "past due" into "current"...
ReadWhen I rolled out the new sales incentive plan at a €1.5B manufacturer, 50–60 of the 300 salespeople earned no bonus at all. Under the previous team-based plan, they had been earning something every cycle...
ReadOne region of a €1.5B manufacturer included "working capital" in its sales incentive plan. Sounds reasonable — until you realize most salespeople had no clear understanding of what working capital actually was...
ReadAt a ~$600M services company, I tied the monthly bonus payout to a specific requirement: every gross profit improvement had to be logged as an opportunity in Salesforce, then validated monthly before payment...
ReadMost sales incentive plans bake growth into the primary target. At a large global manufacturer, I deliberately separated the two. The main bonus — 100% of variable compensation — was earned by retaining prior-year gross profit...
ReadA six-month feedback loop is too slow to change behavior. By the time a salesperson receives a payout, they can't clearly connect it to specific actions from months ago...
ReadOwning a P&L isn't reading the monthly statement and asking why margin slipped. P&L ownership begins with a sober read of where the company can credibly win...
ReadBased on my personal P&L ownership experience and looking at senior leaders entrusted with P&L ownership, I've noticed a dangerous pattern: sometimes, ambitious targets are mistaken for strategy...
ReadAt a mid-size management services company, new customer acquisition had been the primary growth engine for years, yielding 2–3% annual growth. With a strong share-of-wallet program implemented, the focus shifted to existing accounts...
ReadAt a mid-size services company, only the top three customers were buying multiple services. Every other customer (hundreds of accounts) typically used one offering from a wide portfolio...
ReadIf you're PE-backed and planning an exit in the next 2–3 years, here's a number that should keep you up at night. In mid-market M&A, acquirers can apply up to 2–3 turn EBITDA discount to revenue that isn't backed by signed contracts...
ReadI've seen businesses lose 8–15% of contract value without knowing it, and most of the leakage comes from what's not written down, not what is...
ReadMost companies treat contract standardization as a legal project. It's not. It's a commercial infrastructure investment that compounds over time...
ReadWhen business conditions change, and they always do at some point, the contract you signed (or didn't sign) becomes the only thing that matters...
ReadMost mid-market companies avoid contracts because the process feels slow, expensive, and likely to create friction with customers. The MSA + Schedule framework solves all three...
ReadWhen a PE firm acquires a mid-market company, they inherit the contracts. Or, more often, they inherit the absence of them...
ReadMost B2B service companies renegotiate pricing informally. Once a year (if that), someone has a conversation. The customer pushes back. The account manager doesn't want friction. You settle for a 1–1.5% increase and move on...
ReadOne big mistake a company can make is putting an excellent operator into a builder role. Building a pricing or commercial excellence function from scratch is a fundamentally different job than running one...
ReadAt a mid-size services company, Salesforce.com adoption was very low. Instead of enforcing it through policy, I tied the regular sales bonus directly to timely opportunity entries. No entry, no bonus validation...
ReadThe best incentive plans align rep self-interest with customer outcomes — not against them. When your salesforce earns more by making customers more successful, you've designed something that compounds...
ReadI've redesigned incentive plans at a small multi-location restaurant business, a mid-size services company, and a large global manufacturer, among others. They represented wildly different scales, products, geographies, and salesforces...
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