Trove

Strategic bets. Stronger execution. Clear line to value.

Trove helps CEOs and leadership teams prioritise high-value AI, digital and transformation initiatives, reshape the organisation around what they choose to back, and embed the changes required for value to be realised.

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Strategic Context

AI is moving into the core of business.

As AI moves into core workflows and investment plans, the choices become more consequential.

TWENTY IN PLAYFOUR CARRY THE VALUE

01Priorities

What deserves to scale?

Too much is competing for the same capital, capacity and leadership attention.

THE GAPSTRATEGYEXECUTION

02Execution

What needs to change around it?

The strategy is set, but the business still has to be able to deliver it.

EXPECTEDVALUE REALISEDACTIVITY

03Value

Is the business seeing the value expected?

Activity and usage do not mean the expected value is being realised.

What the evidence shows

~80%

of transformation value often comes from ~20% of initiatives.

BCG, 2026 ↗

75%

of technology leaders say the operating model must change.

Deloitte, 2026 ↗

14%

of CEOs have clearly defined the P&L impact for all AI initiatives.

BCG, 2026 ↗

Trove works with leadership to focus investment and pressure-test the conditions required for execution, adoption and value realisation.

Move from intent to impact.

Turn complex strategic choices into clear decisions and action.

Offerings

Three capabilities. One focus: business value.

Each engagement stands on its own. Trove can work across a portfolio of priorities or focus on a single critical initiative, depending on where leadership needs support most.

Most Trove engagements begin with a focused 2–4 week sprint, with further support shaped around the need.

PrioritiseStrategic PrioritisationWhen too many initiatives compete for the same capacity and leadership attention.Which initiatives should move, change, wait or stop?

How Trove approaches it

  1. Focus on the outcomes that matterDefine the business outcomes the portfolio needs to advance.
  2. See where capital, capacity and attention are competingBring new opportunities and existing initiatives into one view.
  3. Test the value and feasibility of each priorityAssess strategic contribution, expected value, feasibility, capacity requirements and dependencies.
  4. Decide what moves, what waits and what stopsDetermine what moves now, what follows, what needs to change and what should stop.

What changes

Leadership has a clear sequence of priorities and understands the implications of each choice.

Business outcome

The organisation concentrates its attention and resources on the priorities that matter most, in the order most likely to deliver value.

RedesignOperating Model RedesignWhen the organisation is not set up to deliver the priority or transformation, or when the current model is getting in the way.What needs to change around the priority or transformation for the business to deliver it?

How Trove approaches it

  1. Test whether the organisation can deliver the planAssess whether the current model has the capacity, capabilities, skills and operating conditions required.
  2. Identify where execution will constrain valueSurface where roles, decision rights, governance, ways of working, data or leadership routines will constrain delivery.
  3. Reset the operating model around the priorityDefine what needs to be strengthened, changed or reset across the operating model.
  4. Put accountability and capability where they need to sitClarify ownership, capacity and capability requirements so execution can move effectively.

What changes

Leadership has a clear view of how the organisation needs to operate differently around the priority or transformation.

Business outcome

The priority or transformation is supported by an operating model with the capacity, capability and accountability required to deliver the expected value.

EmbedScale & Value RealisationWhen the change needs to take hold, or when adoption and value are not coming through as expected.What needs to happen for the change to be adopted, reinforced and translated into value?

How Trove approaches it

  1. Test whether the change strategy is strong enoughPressure-test the existing approach, or define one where it is missing.
  2. Identify what is blocking adoptionFind the gaps across capability building, communications, training, manager routines and reinforcement.
  3. Make the new model work in day-to-day operationsAlign roles, behaviours, performance measures and management routines so the change becomes part of how work is done.
  4. Track whether adoption is converting into valueEstablish the measures and feedback loops leadership needs to see whether business outcomes are coming through.

What changes

Leadership has a clear view of what needs to be strengthened, reset or put in place for the change to take hold.

Business outcome

Adoption improves, the change is better reinforced across the organisation, and leadership has a clearer line to realised value.

Discuss a priority →

The Trove capability sheet

Download the PDF → Read it on the site

WHERE YOU START THE SUMMIT
Major initiatives often require course correction before they reach the intended outcome.

Trove connects the dots across the business, pressure-tests the plan and surfaces the blind spots and risks early enough to act on them.

See the Trove Lens →

Selected experience behind Trove

Representative mandates led by Manasi before founding Trove, across investor and management-led transformations. Client details have been anonymised.

Prioritise

~50 AI use cases prioritised for investment

Situation

A global pharmaceutical company had around fifty AI use cases competing for the same capital and leadership attention across sales, marketing, content and go-to-market.

OutcomeThe portfolio was sequenced by expected return and enterprise value, giving leadership a clear view of what to fund, rework or stop.

Redesign

Operating model reshaped around an AI-enabled sales capability

Situation

A global consumer business wanted to introduce an AI coach into its sales organisation, but the existing model was not set up to support the new capability effectively.

OutcomeThe operating model around the initiative was redesigned across the sales journey, CRM data requirements, skills, training and ways of working needed to support adoption and scale.

Embed

AI-enabled customer service embedded into frontline operations

Situation

A consumer goods company needed a new AI-enabled customer service capability to become part of everyday frontline delivery.

OutcomeNew ways of working, manager routines, training, role expectations and performance measures were embedded to support consistent adoption and sustained operating value.

Get in touch →
Manasi Mashru, Founder of Trove Advisory

What Trove stands for

The pace of change is increasing, value is shifting faster, and technologies such as AI are creating new opportunities as well as new operational complexity.

I see leadership teams being asked to move faster, commit capital earlier and deliver results across increasingly complex businesses.

Staying close to execution, correcting course early and keeping attention on the economics has become essential.

That is why I started Trove.

Manasi Mashru

Founder, Trove Advisory

View LinkedIn profile ↗

20+ years

Accenture and EY

Senior leadership roles across growth, digital and AI transformation.

Regional P&L

Operator accountability

Commercial responsibility carried across multiple APAC markets.

Independent

Senior-led

Senior expertise. Independent of implementation.

More about Manasi →

When leaders bring Trove in

When the stakes are high and the answer is not obvious.

Deciding

Are we backing the right priorities?

Delivering

Is this set up to deliver, and why is progress slower than expected?

Scaling and value

Are we ready to put more behind this, and why is value not showing up?

A first conversation is confidential and carries no obligation on either side. If it makes sense to go further, a short written note sets out the scope before anything begins.

Next

Start a conversation

The discussion begins with what is at stake, what the business is trying to achieve and what may be preventing it from moving forward.

Trove Advisory is a Singapore-based independent advisory firm working with CEOs and leadership teams across growth, AI, transformation, strategic prioritisation, operating model change and value realisation.

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