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FoodCo, a historically successful global player in the FMCG field, is navigating a digital transformation initiative. The case focuses on Anette Weber, a 43-year-old Swiss national and Senior Manager for Management Reporting, who recently relocated from the USA to Germany. Anette inherits an overworked, directionless, and low-morale team due to significant headcount reductions and role transitions to an outsourced partner. Shortly after Anette took charge, FoodCo's CEO, Timothy Brooks, introduced a new vision: 'Be the leader in nutrition, health, and wellness and the industry gold standard for financial performance, trusted by all stakeholders'. Anette saw this strategic change as an opportunity but faced challenges in revitalizing her team. Her executive coach advised her to reflect on seven key leadership transition challenges: authorizing oneself as a leader, balancing strategic direction with adaptability, learning and unlearning, driving organizational and cultural transformation, building teams and networks, communicating effectively, and being her best self. To align her team with the new vision, Anette aimed to shift focus from low value-adding tasks to advanced management reporting and forecasting using data analytics. This vision met resistance from department heads who viewed her team as a service provider for exception-based tasks. Additionally, past outsourcing experiences at FoodCo had been contentious. Anette, in her new role, must address team dynamics, organizational culture, and strategic leadership challenges to navigate tensions between innovation capability, focus, collaboration, and governance while ensuring her team aligns with FoodCo's broader strategic goals. But where to start? What shall she do first?