Snap-shots of a couple of recent engagements
A US-based international aggregator of specialist manufacturing businesses required support integrating its first European acquisition (a £10m owner-managed business) into an evolving and increasingly centralised 'functional' operating model. We provided specialist programme and migration capability, and a re-usable playbook for future acquisitions. In addition, as the business had now reached a new critical mass, our engagement was expanded to shape and unleash a integrated and multi-local client management and business development strategy across the portfolio, helping to realise the 'investment thesis'
COO | Private Equity
A mid-size, newly private equity backed and acquisitive 5 OpCo international business assembled by acquisition and under new leadership sought to make the whole-greater-than-the-sum-of-the-parts from a revenue perspective. We supported the business in piloting 'multi-unit' client management and group-wide proposition integration. Enhanced by transformed growth operations, the business rapidly built a previously inaccessible pipeline of opportunity exceeding expectations.
Chief Transformation Officer | Private Equity
In a technical and highly fragmented industry, our client was aggressively consolidating the supply-side and building a pre-eminent global player.
With distributed purchasing from a geographically spread client base, 'value' relied heavily on encouraging centralised and single-source purchasing from a predominant multi-national client segment well-used to dual-sourcing.
Our work began with a rapid and pragmatic multi-workstream merger integration programme focused on swiftly migrating towards an evolving central-functions operating model. We created a re-usable playbook that was handed over to a expanded group-wide transformation team.
We then segmented the customer base and reshaped elements of the 'value proposition'; building a multi-local account operating model that re-shaped management of key accounts and interaction with clients; simultaneously folding-in recently acquired and potentially game-changing technology innovation.
Taking a multi-local account based approach to driving change and supported by a refresh in revenue operating model, we drove revenue synergy and integration across a geographically distributed portfolio that had been assembled through a rapid series of quick-fire acquisitions.
CFO | Private Equity
Recently acquired by private equity, this 5-OpCo business sought to make the whole-greater-than-the-sum-of-the-parts from a revenue perspective.
With client management and 'community' as the key drivers of change, we created a new cross-group operating rhythm that rapidly resulted in an enhanced pipeline of opportunity and an expanded addressable market.
We gathered a cross-group growth community of c.40 across the OpCos; opening a new cross-group dialogue.
We segmented the client base and re-built client management for the top few.
We focused attention on at-the-intersections possibilities, from a proposition perspective and within the account management processes; triggering pipeline and combination of propositions that opened up a new addressable market.
We kept everything simple and low-investment; we drove everything into a single pipeline visible to a wide range of stakeholders; managed within OpCos and (for the first time) group-wide to a new operating and governance rhythm.
Supported by an enhanced sales and marketing infrastructure and governance environment; and resulting in a new Group CCO function.
Taking a client-based approach to driving revenue-synergy across 5 business units | transformed the way clients are managed | refreshed growth infrastructure | rapidly built a previously inaccessible pipeline of opportunity.