Selected examples of how FHMC supports organisations, leaders and creative ecosystems through strategic, cultural and organisational transformation.

Each case study is anonymised and presented to illustrate the depth, discretion and international scope of FHMC’s work.

Luxury Maison (Europe)

Creative–Commercial realignment and leadership development

Context

A European luxury maison with a global presence was experiencing a loss of coherence between creative direction, commercial strategy and operational execution. Leadership transitions and fragmented decision-making were creating uncertainty across teams.

Challenge

The organisation needed to realign its creative and commercial vision, clarify leadership roles and strengthen the relationship between design, merchandising and product development.

FHMC Intervention

Fabián conducted an in-depth diagnostic of leadership dynamics, creative processes and organisational structures. Through facilitated alignment sessions, leadership coaching and strategic advisory, FHMC supported the maison in rebuilding coherence and clarity across key functions.

Outcomes (Qualitative)

• Stronger creative–commercial alignment

• Renewed clarity for leadership and team dynamics

• Improved collaboration across functions

Outcomes (Quantitative)

• 18 percent improvement in product sell-through

• 30 percent reduction in senior decision-making time

• 20 percent increase in internal collection coherence scores

Scaling Creative Brand (United States and Asia)

Organisational clarity, product direction and leadership strengthening

Context

A rapidly expanding lifestyle brand operating across the United States and Asia experienced operational strain, unclear decision-making and gaps between creative ambition and commercial priorities.

Challenge

Leadership needed support to refine strategic direction, restructure team roles and build a foundation capable of supporting international growth.

FHMC Intervention

FHMC provided leadership coaching, structural advisory and cross-functional alignment, helping the brand clarify priorities, strengthen product strategy and improve operational flow.

Outcomes (Qualitative)

• Renewed clarity for the founder and senior leaders

• Improved collaboration across regional teams

• Better alignment between product and market expectations

Outcomes (Quantitative)

• 25 percent increase in leadership alignment scores

• 40 percent reduction in operational friction points

• Improved international sales due to strengthened product-market fit

Government Programme (Latin America)

National-scale internationalisation and sector development

Context

A national government agency sought to strengthen its creative sector through a large-scale business development and internationalisation initiative.

Challenge

Thousands of emerging designers and entrepreneurs had strong creative potential but lacked structured guidance in strategy, leadership and business modelling.

FHMC Intervention

Fabián designed and led a multi-year national programme focused on brand development, strategic clarity, pricing, market readiness and leadership capability. Workshops, diagnostics and one-to-one sessions were delivered virtually and in person across the country.

Outcomes (Qualitative)

• Participants gained confidence and strategic clarity

• Many founders refined business models and improved brand identity

• Institutional partners reported strengthened national creative capacity

Outcomes (Quantitative)

• More than five thousand founders supported

• Clear increases in business readiness (internal survey metrics)

• Documented increase in successful international expansion cases

Government Programme (Middle East)

100 Brands Programme: Sector transformation and cultural development

Context

A Middle Eastern government sought to build a long-term strategy for its national fashion sector as part of a broader cultural and economic vision.

Challenge

Emerging designers and creative businesses needed strategic guidance to refine identity, strengthen business foundations and prepare for international markets.

FHMC Intervention

FHMC created the strategic framework and methodology for a national multi-year programme, the 100 Brands Programme, now recognised as a key initiative in the region’s cultural development strategy.

The work included curriculum design, leadership development modules, market-readiness training, product refinement processes and institutional capacity-building.

Outcomes (Qualitative)

• Stronger creative and business clarity across the cohort

• Renewed alignment between cultural identity and commercial relevance

• Institutional teams gained capability to sustain the programme long-term

Outcomes (Quantitative)

• Programme successfully running for five consecutive years

• Significant increases in brand readiness (internal programme metrics)

• Documented international exposure and market engagement for participants

Quantitative Case Study A: Luxury Strategic Transformation (Europe)

Brand repositioning, leadership alignment and commercial performance

Outcomes

• 18 percent improvement in product sell-through

• 30 percent faster strategic decision cycles

• 20 percent increase in internal creative–commercial coherence scores

• 40 percent improvement in cross-functional alignment

These outcomes reflect FHMC’s capacity to support measurable, sustainable growth across creative and commercial teams.

Quantitative Case Study B — Organisational Scaling (United States and Asia)

Leadership capability, structural clarity and product-market alignment

Outcomes

• 25 percent increase in leadership alignment metrics

• 40 percent reduction in operational bottlenecks

• Significant increases in market-readiness and team efficiency

• Notable improvement in international sales following strategic alignment

These results illustrate FHMC’s ability to strengthen organisations during periods of expansion and complexity.