Case Studies
The work, in
some detail.
A selection of engagements across strategy, transformation, M&A integration, and product commercialization. Names and specifics are shared where appropriate; some details have been generalized to respect confidentiality.
Indeed
GTM and Commercialization
Transforming how product and commercial worked together at Indeed, across 95% of a $7B+ revenue base.
The Situation
When Marquis joined Indeed in late 2021, GPC was five years old and nearly 160 people strong. It existed to solve a foundational problem: in Indeed's earlier years, Product would ship new features and launch new products without adequately coordinating with Sales and Customer Success, and those teams often learned about those changes from customers first. GPC was built to close that gap, serving as the connective tissue between Product, Engineering, and the Commercial organization. By the time Marquis arrived, the function was operationally mature, but the relationships between the stakeholder groups were uneven, and the culture inside GPC needed a reset.
The Work
Marquis took on three things simultaneously. He worked to strengthen the relationship between the Product and Engineering organization and the CRO teams through closer collaboration on launch planning, pricing guidance, and go-to-market strategy, positioning GPC as a true partner for the GTM execution organization. He evolved the structure of the function, notably by creating GPC's Program Management Office from scratch, bringing in a senior manager and nine to ten program managers to replace the previous fragmented, silo-by-silo approach to launch project management. And he transformed the culture, moving a heavily metrics-focused organization toward something more collegial and resilient, which mattered enormously when Indeed went through its first-ever layoffs in 2023 and the team faced repeated reorganizations in the year-plus that followed.
The Outcome
By the time the organization was dissolved in a May 2024 reorganization, GPC had become both a more effective and a more human organization than it had been when Marquis arrived. The function had earned genuine trust on both sides of the product-commercial divide. Former GPC members still reach out to Marquis today for career advice, counsel, and support, which he considers a more honest measure of impact than any metric on a dashboard.
$7B+
Revenue within product commercialization scope
150–200
Organization size led, including 12 Director and Senior Director leaders
95%
Of Indeed's annual revenues touched by the global product commercialization team scope
01
"The hardest thing to fix in any organization isn't the strategy. It's the trust between the people who have to execute it together."
$130M
Acquisition value of LegalTech AI company integrated
2
Relativity acquisitions led as integration executive
9
Months from close to substantial integration completion for the first acquisition
Relativity
M&A Integration
Integrating Relativity's two largest acquisitions, including a $130M LegalTech AI deal.
The Situation
Relativity had made two significant acquisitions in close succession. The first was a deal for a data management and migration software company that extended Relativity's core eDiscovery capabilities. The second was a much larger $130M acquisition of a LegalTech AI company whose core technology — AI-powered privilege review and data privacy analysis — had the potential to transform how legal teams handled the most document-intensive phases of litigation. Each deal came with its own technology stack, customer base, operational model, and culture.
The Work
Marquis served as integration executive for both deals, beginning with due diligence on the larger acquisition. The diligence process was structured around three hypothesis tracks: product and technology, commercial viability, and business operations. From there, Marquis built the integration infrastructure: a three-tiered governance structure spanning an integration steering committee, cross-functional workstream leads, and functional integration teams covering product, engineering, sales, legal, finance, and HR. Progress was reported to the executive team and board on a recurring basis throughout the integration period.
The Outcome
Both integrations were completed without material disruption to customers or operations. The acquired AI technology was integrated into Relativity's platform on the planned timeline, and the acquired teams were fully absorbed into Relativity's organizational structure and people systems. The commercial pipeline heading into the year following close was substantially stronger than it had been at the start of the integration.
Portfolio company of Aero Equity Industrial Partners
Strategy and Transformation
Rebuilding a 51-year-old franchise model so a PE firm could finally exit.
The Situation
When Marquis joined Management Recruiters International (MRI Network) in 2016, the company was in structural decline. MRI had spent 51 years building an executive search franchise network, growing to a peak of roughly 2,000 franchisees before contracting to roughly 300 by the time Marquis arrived. The parent company had just been taken private by a PE firm. The sponsors could move the rest of the portfolio, but MRI had a model that was too unusual to underwrite, which made it difficult to sell.
The Work
Marquis had to answer a deceptively simple question: what would this business have to look like for someone to want to own it? The answer required rebuilding the model in two areas. First, MRI's traditional all-or-nothing franchise structure was evolved into a tiered affiliation model, with each tier offering a different combination of fees, royalty rates, and services. Second, Marquis built a separate professional services business that made MRI's individual offerings available on an à la carte basis — a search firm that wanted training modules and a one-time strategy session no longer had to sign a long-term contract to get them.
The Outcome
The repositioning changed the story that the PE sponsors could tell in a sale process. MRI was no longer a declining franchise network; it was a professional services platform with multiple revenue streams and a range of entry points for potential buyers. In the end, a private buyer acquired the business, and the PE firm achieved its exit. Marquis describes it as one of the formative executive experiences of his career: taking a 51-year-old business model apart under real PE pressure, rebuilding it from first principles, and operating with a clear and binary definition of success.
51
Years the original franchise model had been in place when the redesign began
4
New servicing options introduced, replacing a single traditional all-or-nothing franchise contract
3
Years from engagement to successful sale, under active PE pressure to exit
03
"The right strategic question is never 'what should we do.' It's always 'what are we willing to stop doing.'"
$15B
Annual revenues of the organization
6.5
Years of impact across five distinct business units and functional areas
5
Different strategy and operations executive roles of increasing seniority
Aon
Strategy and Operational Execution
Five roles. Six and a half years. Wherever Aon needed a hard problem solved.
The Situation
Aon's internal strategy and operations agenda over Marquis's tenure spanned dozens of business units and more types of strategic and operational problems than most executives encounter in a career. The challenges weren't abstract. They included a specialty insurance program whose customer retention had been declining for nearly a decade; an affinity business with siloed operational capabilities and aspirations of reaching $500M in revenue; a subsidiary that had never built a coherent approach to employee engagement; and a financial services division that had outgrown its client profitability practices and needed its business model redesigned.
The Work
Five roles over six and a half years meant five distinct problem sets, but the approach was consistent. Each situation began with a rigorous current-state assessment, built through interviews, data analysis, process mapping, and stakeholder synthesis, designed to surface the real problems beneath the stated ones. From there, the work shifted to design and execution: financial planning governance structures, operational center-of-excellence teams, customer segmentation frameworks, employee engagement strategies, and multi-workstream execution plans, each built around the specific constraints and culture of the business unit in question.
The Outcome
A multi-year record of delivering for some of the most senior leaders at one of the world's largest professional services firms, and the breadth of experience that comes from tackling genuinely different types of businesses, problems, and stakeholder environments, year after year, at real scale.
04
"You earn credibility with senior executives the same way you earn it everywhere else: by being right, being honest, and doing what you said you would do."
McKinsey and Company
Strategy
Cracking hard strategic problems for clients across industries.
The Situation
McKinsey clients come to the firm when the stakes are high and the answers aren't obvious. Engagements during Marquis's tenure covered post-merger integration, organizational design, and growth strategy for clients navigating inflection points in their businesses.
The Work
Applied McKinsey's analytical frameworks to real client problems, from structuring the analysis and synthesizing findings to presenting to C-suite and board-level audiences. Developed the problem-solving discipline and structured communication skills that have anchored every engagement since.
The Outcome
The analytical rigor and structured problem-solving approach developed at McKinsey form the backbone of how Marquis approaches every engagement today, paired with the operational credibility that only comes from executing those strategies in the real world.
3
Core engagement types: post-merger integration, org design, and growth strategy
MBA
Stanford GSB, the analytical foundation behind the frameworks
20+
Years building on those foundations in operating roles
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