grow | revenue synergy
THE BRIEF:
Establish step-change revenue synergies across 4 business units.
Grow | buy-and-build
THE BRIEF:
Drive sector consolidation | re-set go-to-market; integrate M&A
grow | take-private
grow | take-private
THE BRIEF:
Transform core revenues engine and enter adjacent sectors
GROW | digitalise
re-set | PERFORMANCE
grow | take-private
THE BRIEF:
Adopt InsureTech | accelerate revenues and boost client retention
re-set | PERFORMANCE
re-set | PERFORMANCE
re-set | PERFORMANCE
THE BRIEF:
Accelerate performance | break-the-cycle
integrate | m&A
re-set | PERFORMANCE
re-set | PERFORMANCE
THE BRIEF:
Integrate large scale M&A | in a regulated environment
1 - grow | revenue synergy
+$30m value creation on a $150m revenue base
THE BRIEF:
Establish repeatable income streams from revenue synergies across the Group's 4 brands.
THE ORGANISATION:
Mid-size regional subsidiaries of a global multi-national.
THE OUTCOME:
An accelerating structural and cultural shift towards integrated cross-brand and cross-group collaboration that opened up increasingly holistic, at-the-intersections) sales, marketing, and client management and value propositions | delivering in-year profitability and +$30m capital value created on $150m revenue.
ROLE:
Commercial / Revenue Officer.
2 - GROW | buy-and-build
consolidate the sector | integrate and transform
THE BRIEF:
Consolidate the sector | re-structure and transform growth operations, and drive migration of core functions to an emerging platform strategy.
THE ORGANISATION:
A 12-company start-up roll-up scaling to $200m in 2 years through 12 acquisitions (primarily regional founder-led businesses).
THE ROLE:
Integration leader and hands-on growth advisor.
THE OUTCOME:
A re-framed go-to-market, suited to drive sector consolidation strategy; plus operating efficiencies and economies of scale across core functions | positioning the business for scaling under PE ownership.
3 - grow | take-private
re-set growth strategy & operations
THE BRIEF:
'Re-set' growth trajectory following public-to-private ownership transition.
THE ORGANISATION:
£300m financial and professional services business with 5 operating units.
THE ROLE:
Transitional Clients Officer (CCO)
THE OUTCOME:
Transformed core revenue operations and a refreshed go-to-market | driving an uplift in business-as-usual)revenue, particularly from re-booted key account development and revenue synergies that enabled entry into adjacent markets.
4 - grow | digitalise
introduce client-facing insuretech
THE BRIEF:
Accelerate revenue | introduce client-facing InsureTech with dual goals of attracting new revenue and retaining clients.
THE ORGANISATION:
A mid-market European insurer with legacy systems in need of upgrade, and an opportunity to 'leap-frog' competitors.
THE ROLE:
Independent consultant and advisor.
THE OUTCOME:
A practical strategy and phased adoption route-map and RoI | in the context of a constrained capacity for investment.
5 - re-set | performance
reverse the trend
THE BRIEF:
Reverse performance trend to out-perform a rising market.
THE ORGANISATION:
$50m, 6-country business that had previously seen strong success and now faced some growth stagnation.
THE ROLE:
Transformation leader and transitional CCO / COO.
THE OUTCOME:
A reversal of growth and profit trends, achieving top-quartile performance within 18 months, from a rapid-results, low investment approach that freed-up funds for investment in longer-term strategic platforms and proposition-enhancing digital tech.
6 - integrate | M&A
large-scale M&A integration
THE BRIEF:
Integrate M&A across two UK businesses and a c.£1.5bn revenue base.
THE ORGANISATION:
Multi-national financial services.
THE ROLE:
Integration Lead.
THE OUTCOME:
A streamlined short-term operations, growth and technology infrastructure, capturing early wins and unlocking significant synergy potential | balanced with steady-state business evolution.
