Bruno’s Supermarkets — Brand Strategy
300 stores  •  6 states  •  Retail / Grocery

Problem: Following an acquisition-driven brand convergence, Bruno’s lost over $1 billion in revenue in 18 months with same-store sales off 18.5%. Consumers couldn’t distinguish between store banners. The company filed for bankruptcy with rival Winn-Dixie actively targeting its market position.

Action: Conducted consumer research and brand workshops to diagnose the confusion. Developed distinct brand personalities for each banner — Bruno’s as the destination for passionate food lovers, Food World as the champion for value-focused moms. Rebuilt brand architecture and positioning across the full portfolio.

Result: Bruno’s Inc. emerged from Chapter 11 within two years — a feat achieved by fewer than 2% of companies that enter bankruptcy. Clear brand differentiation restored consumer confidence and rebuilt the foundation for long-term competitive viability.

Blue Cross Blue Shield of Alabama — Crisis Management & Operations
Large Enterprise  •  Healthcare / Insurance

Problem: During a severe economic downturn, BCBS faced a 3.7% membership loss, the departure of major national clients, and the need to close locations and reduce workforce — all while protecting member trust and the organization’s reputation as Alabama’s premier healthcare provider.

Action: Implemented an enterprise-wide project management program to coordinate restructuring — consolidating operations, reducing vendor costs, and executing an incentivized early retirement program. Simultaneously deployed a crisis communications framework that addressed employees, members, investors, and the public with transparent, two-way messaging.

Result: BCBS emerged with its financial footing restored and its reputation intact. The organization maintained stakeholder confidence throughout a high-visibility transition and preserved its position as the state’s leading healthcare provider.

HealthSouth (Now Encompass Health) — DEI Transformation
Large Enterprise  •  Healthcare / Rehabilitation  •  6-Year Engagement

Problem: Following its founder’s conviction, HealthSouth faced severe morale damage, a negative public image, and no DEI infrastructure. Poor representation and disconnected community relationships threatened long-term workforce quality and stakeholder confidence.

Action: Led a 6-year DEI transformation — conducting research, building 1-, 3-, and 5-year strategic plans, developing a Diversity Matrix, launching formal D&I programs and councils, and partnering with L&D to design and deliver organization-wide training. Rebuilt the workforce and community relationships from the ground up.

Result: Transformed HealthSouth into an organization with active D&I infrastructure, measurable workforce improvements, and strengthened community connections — repositioning the brand internally and externally across its national network.