Case studies
Over the years, our associates have worked on a large number of mission-critical projects across the world. A selection is described below:
Programme Management
A satellite TV venture, which was the largest capital start-up programme behind the Channel Tunnel, was suffering poor organisation. Operations and technology barriers had prevented the new satellite television service being put into place after 18 months. Following appointment to the Board, we set up a new telemarketing, customer and subscriber management division. We led the programme to evaluate the global satellite technology market and selected a USA technology vendor to provide customer management systems. Urgent attention had to be placed to convert new office and operation facilities to accommodate operations, technology and administration staff together with over 250 outbound telemarketing staff who were engaged and trained within six weeks. The technology programme was successfully audited and signed off by independent consultants four days ahead of schedule and more than 350,000 pre-service subscriptions were signed prior to launch. Based on the high subscriber numbers and full operational status being achieved, the company was launched successfully.
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A major UK plc in the retail sector. Rationalisation of the Group warehouse and distribution function necessitating the closure of eight warehouses and implementing a new state-of-the-art warehouse and distribution centre; launching of a new shopping catalogue; implementing new retail technology in 550 stores; instigating new processes and technology for credit referencing; and rationalising store-card services.
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Middle East airline. Programme Director for the development, implementation and operation of the new international airport at Jeddah. Project encompassed five major new IT systems operated from USA, Europe and in-Kingdom; the design and development of new telecommunications networks and an IT data centre; international, domestic and Muslim passenger terminal facilities, baggage handling, catering and crew management. Appointed as the airline’s airport director to oversee the transfer from the old airport and the attainment of defined performance targets prior to the airline’s own line management team taking operational control.
Sales Re-engineering
$1.2billion technology subsidiary of a global corporation. 11,200 employees. Put into place ‘Global Foundation Management’ encompassing corporate, account and geographic management structures. Rationalised the global sales initiatives and implemented uniformed sales engineering techniques encompassing a bid methodology that included a value-based rule matrix, large account management processes and reporting tools. Restructured the under performing corporate accounts into Global Account teams, and increased sales by 26% in year one and exceeded the original corporate account growth projections by 61% in year two. The Global Accounts grew over two years to represent more than 17% of global revenue (up from 12%).
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Hired by a conglomerate with global operations to improve the revenue in one of its subsidiaries (turnover $141m). Re-engineered the European sales and marketing operation. The success of the project contributed to a rise of 131% in the year-on-year revenue of the subsidiary.
Cost Reduction
The $120m subsidiary of a global corporation was losing $1.2m per month. Urgent action was required to stop the haemorrhage of cash. After a review of the business a cost reduction plan (amongst other measures) was developed and implemented. Loss-making business units and offices were closed and a rapid headcount reduction was implemented. The subsidiary was brought back to sustained profitable trading within 9 months.
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We have consultants who have previously been employed in the Performance Improvement Practice of one of the major consulting firms and have undertaken a number of major cost reduction projects.
Outsourcing Advisory
Advised two UK-based organisations with instantly recognisable national brands with regard to BPO projects. The work has encompassed feasibility studies; evaluation of processes to outsource; cost/benefit analysis; business case construction; advice on supplier selection.
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UK Government. Following the decision to award a major IT outsourcing contract to one of two short-listed suppliers, appointed by the UK Government as the overall programme advisor. The role was to assist negotiate and implement the outsourcing of 10 national data centres and 2,500 employees. The contract value was £1.2billion.
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One of the UK’s largest corporations in the utility sector wished to: rationalise its ten mainframe data centres; introduce new client server and mainframe applications and outsource its legacy systems. The scale of this business transformation programme cannot be underestimated. Appointed as senior advisor and programme manager to the IT Director to assist with planning and contract negotiations to outsource the legacy systems and to implement the transition programme.
Merger & Acquisition Advice and Support
A medium-sized outsourcing and services group (revenue £12m and 120 staff) was formed from the merger of two IT companies. Instrumental in all of the pre-acquisition planning and strongly involved in the implementation of the post-acquisition integration activities. The new group was formed successfully.
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Advised a leading venture capital firm that wished to invest into the BPO market. Identified potential acquisition targets in both Europe and Asia and as part of this evaluated these companies’ market penetration, service delivery portfolio, go-to-market proposition and financial viability. As part of this work, developed a detailed operating plan to execute the strategy.
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Advised a global investment bank with regard to a number of M&A opportunities in the telecommunications and technology sectors. Worked in both New York and London.