Turning decarbonization ambitions into commercial growth 

A leading automotive supplier is on a mission to generate 50% of profit from sustainable revenue streams by 2040. Navigating the energy transition, they faced the common obstacles of limited internal structures for identifying, evaluating and prioritizing new business opportunities, unclear decision-making approach for evaluate between sustainability goals and commercial impact, and uncertainty on how to scale innovation effectively.

Knowit and the client partnered up to define a clear direction to decarbonize the product offering, identify business viability in growth opportunities, and establish the internal capabilities required to execute in a fast-paced environment. This included identifying and evaluating high-potential Strategic Growth Opportunities (SGOs) and embedding repeatable processes enabling clear and efficient decision-making within the organization. 

Delivered in three sequential phases, we created a structured roadmap meeting the client’s needs and ambitions. To balance strategic ambition with commercial feasibility, the SGOs were based on four high-level criteria: strategic vision, sustainability impact, technological maturity, and business potential.  

Phase 1 – SGO identification and assessment (Months 1–4)  

• Defined strategic objectives and established strategic evaluation criteria  
• Developed SGO assessment frameworks covering market, technology, customer, competitor, and capability dimensions for each opportunity
• Delivered a prioritized SGO roadmap and high-level business cases, covering +70 mUSD in CAPEX investment opportunities   

Phase 2 – Strategy execution and M&A advisory (Months 5–8)  

• Designed and supported go-to-market strategies for prioritized SGOs  
• Identified and screened +50 acquisition targets, which were prioritized based on criteria to meet the main business obectives  
• Supported pre-deal coordination for shortlisted targets and ensured readiness across teams, including a 10 mUSD Series A investment and other strategic partnership initiatives  

Phase 3 – Capability building and process institutionalization (Months 9–12)  

• Embedded repeatable frameworks for identifying and evaluating SGOs  
• Established governance models and decision tools to manage the SGO pipeline  
• Conducted learning sessions and structured knowledge-sharing workshops, supported by standardized templates and playbooks to ensure long-term self-sufficiency 

Through this structured and collaborative approach, the client is now better to meet its 2040 decarbonization targets through clear directions, increased internal efficiency, and supporting processes for growth. The roadmap enables systematic prioritization sustainable business opportunities, institutionalized ways of working, and readiness to act on future SGOs independently. The engagement has enabled a scalable model for long-term value creation and resilience in an increasingly dynamic industrial landscape.   

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