Tuilytics works with boards, executive teams, and leadership cohorts navigating their most consequential moments — with frameworks built from nearly a decade at the top of the CPG industry.
"The art is to make common sense out of a complicated idea — to make something difficult become easy."
Most organizations treat confidence as a feeling. We treat it as a measurement. Every major decision has a quantifiable certainty level — and knowing it changes everything about how you proceed.
Most companies have a reasonable strategy. What separates winners from plateauers is the quality of the decisions that execute that strategy. That's where we work.
Any product, service, or organization that doesn't continuously differentiate will eventually compete only on price. Our work is about building the decision-making capability to avoid that fate.
If you wait for things to happen naturally, you will get the natural result. Tuilytics exists to help organizations do the unnatural things required to accelerate meaningful change.
Leset is the decision intelligence platform built from Tuilytics' methodology — a structured, four-module assessment that generates a quantified confidence score for any major business decision.
The gap between strategic intent and execution outcome is rarely a strategy problem. It almost always comes down to the quality of the decisions made in between.
Read More →There's a difference between measured confidence and paralysis disguised as prudence. The best executive teams know how to move decisively with incomplete information.
Read More →Every CPG company sits somewhere on the spectrum between commodity and brand. Where you sit is not an accident — it's the result of hundreds of decisions made over years.
Read More →If you and your company are a mirror image in ten years of what you are today, neither of you will be relevant nor interesting.
"The question I kept asking myself at Idahoan wasn't 'what's our strategy?' — it was 'how confident are we, really, that this decision will work?' Nobody had a good answer. That's why I built Tuilytics."
Drew Facer spent nearly a decade as President & CEO of Idahoan Foods, transforming it from a commodity supplier into the world's number one side dish brand. That result was recognized by the Boston Consulting Group and Symphony IRI as one of the most consistently high-performing CPG stories of its era.
Before Idahoan, Drew built the second-largest automated packaging division at Unisource Worldwide — a lesson in operational discipline and the value of getting decisions right before committing resources at scale.
His academic background spans Northwestern Kellogg, Harvard Business School, and Wharton — but Drew is quick to say that the education that mattered most came from sitting in the chair and making decisions that cost real money when they were wrong.
He founded Tuilytics to give other executive teams what he spent a career building from scratch: a rigorous, repeatable framework for knowing how certain you should actually be before you commit.
You must do unnatural things to accelerate the differences you will make.
Every engagement is direct with Drew. No junior staff, no generalist frameworks — just applied operator experience on the decisions that actually matter.
Every engagement is direct with Drew. No handoffs. No junior consultants. Just the experience of someone who has actually sat in the chair.
The gap between strategic intent and execution outcome is rarely a strategy problem. It almost always comes down to the quality of the decisions made in between.
Read More →There's a difference between measured confidence and paralysis disguised as prudence. The best executive teams know how to move decisively with incomplete information.
Read More →Every CPG company sits somewhere on the spectrum between commodity and brand. Where you sit is the result of hundreds of decisions made over years.
Read More →How a regional potato flake supplier became the world's number one side dish brand — and the decision framework built in the process.
Read More →Most boards approve decisions based on management confidence. The right question isn't 'are you confident?' — it's 'how did you arrive at that confidence?'
Read More →Accountability cultures don't happen by declaration. They're built through consistent decisions, consistent consequences, and leaders willing to model what they ask for.
Read More →Every client works directly with Drew. That means we're selective about who we take on — not because of prestige, but because direct access is the whole point. If you're facing a decision that actually matters, reach out.