Built from the inside
Clario decision framework comes from direct experience in large, complex organizations.
“I co-founded Clario because I kept seeing the same thing across organizations: the right people, the right strategy, and still the wrong outcomes. Decisions that stalled, opportunities that closed before anyone acted, talented people who stopped believing the organization could move, and eventually left. That pattern is too consistent to be accidental. It has a structure. And a structure can be diagnosed.”
Johana
Clario Co-Founder
Andrea
Clario Co-Founder
“I co-founded Clario to make the invisible visible. Decision flow failures, misaligned incentives, signals that never reach the right people, these are not soft problems. They show up in revenue, in margin, in the people who walk out the door. Organizations already feel the cost. Clario puts a number on it.“
Framework
Why do well-resourced organizations with sound strategies consistently underperform?
Because the issue is rarely strategy. It is how decisions move through the organization.
Clario makes that visible and express it in economic terms leadership can act on.
Origin
The combined experience
Clario is built over twenty years of direct experience in global roles, with accountability for decisions in complex organizations.
The patterns Clario diagnoses, slow decisions, fragmented signals, misaligned incentives, resources locked past opportunities, were observed firsthand, at scale, across functions and leadership layers.
That experience includes senior roles at LVMH, Adidas, Microsoft, SAB Miller, and Asahi.
Observed across organizations
Across large commercial organizations, the same patterns repeat.
These are structural and they have a measurable cost.
- Resource reallocation lags demand signals
- Priorities remain unresolved across functions
- Incentives drive local over system performance
- High performers disengage before systems adapt
Illustrative outcomes
In a commercial organization:
Delay in resource reallocation
-> €1-2M in unrealized revenue
In a go-to-market team:
Decision bottlenecks limiting performance
->€1,5-3M in productivity loss
About Johana
- Built and led commercial, marketing, and go-to-market systems inside complex, multi-market organizations for 20+ years.
- Led global digital commerce at Bulgari (LVMH), spanning 70+ markets and delivering double-digit growth
- Owned omnichannel strategy end-to-end, aligning marketing, CRM, retail, and operations at scale
- Built and executed brand and go-to-market systems across Europe, LATAM, and international markets for FMCG industries.
- Accountable for revenue, performance, and decision-making in complex, matrixed organizations
About Andrea
- Built and led international business development and revenue operations across technology markets for 25+ years.
- Operated consistently at the intersection of business development, revenue performance, and organizational decision-making
- Spent nearly 20 years in two major American corporations, Ampex and Microsoft, holding senior business and commercial responsibility across Europe and international markets.
- Managed direct and partner sales, P&L accountability, and cross-functional teams in complex, matrixed environments
- Supported mid-market technology companies in structuring commercial flows, go-to-market processes, and international expansion in the MarTech space