Build Best-in-Class Organization
Expertise
Adding Value
How many times have you asked yourself who could come and help for a short assignment?
Bring a new set of eyes.
Bring extra resources and missing skills.
Hire someone to facilitate the change rather than trying to do everything internally.
Key is to accelerate execution and get the impact earlier. Meaning earlier and bigger savings.
With multiple locations and conflicting priorities it is becoming even more challenging for the leadership team to address operational issues. Have a consistent approach across all parts of the business.
How to ensure that a customer pain point is being addressed swiftly without dropping all other initiatives? How can you show to your customers that you care?
This is where we come to help. No hidden agenda. No personal history. Just helping to do the right thing.
Another area where leaders need outside help is to efficiently assess their organization, their remote operations, their resources, and how the teams are aligned with the business main priorities.
We provide the manpower to support those efforts. We have more flexibility to visit your teams, and provide an objective review, and deliver a quick actionable plan.
Project Management
Define and agree on project objectives.
Budget project resources and net benefits
Design team and identify key stakeholders.
Build realistic timeline and reporting rhythm.
Secure buy-in and deliver adequate communication.
Lead execution and problem escalation for quick resolution.
Define admin vs users/individual contributors.
Conditions for success
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Hire outside resources/facilitators if inside talent not available.
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Challenge the status-quo for maximum impact.
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Build rigor in project updates and reward focused execution.
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Design lean processes.
Design Finance Organization
Transform finance from an accounting organization to an FP&A capable team.
Focus on data analytics and cash.
Provide dedicated analytical support to business line leaders.
Pricing and business modeling are the ultimate analytical skills.
Lead M&A expansion and use forecasting model to calculate pro-forma and investment returns.
Drive productivity and sustainability projects.
Don't underestimate the role of an assistant controller.
Work closely and openly with auditors.
Compliance is key. It starts with AP.
Cyber security is a real threat. It is everyone's priority.
Run payroll, risk, procurement and insurance. Meet with IT and HR weekly.
Run capital allocation and CAPEX calls monthly. Include facilities.
Drive the messaging. Be an inspiration to the organization. Become the Go-To person.
Conditions for success
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Hire talents with potential who have 70% of the skills set required.
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Revisit roles every 18 months as needs change.
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Share your vision with the team to accelerate change and set priorities.
ERP Implementation & Process Redesign
Change ERP only if current system no longer supported or if it is to replace couple different systems into one.
Update chart of accounts. Understand B/S impact and cash flow statement.
FP&A to lead the reporting structure and anticipate new business.
Identify interfaces and specific build-in design and resources.
Redesign workflow and future state processes.
Identify admin roles and on-going IT support.
Design comprehensive user testing and quantify the time needed on top of day-to-day activities.
Conditions for success
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Choose system capabilities based on business size.
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Vendor's team should include designers, programmers, testers and trainers.
Back-office Optimization
Centralize AP, Billing, Payroll, Procurement, and Reporting.
Leverage technology to eliminate transactional entries and approval workflow.
Outsource to low cost region only when scale (minimum of 8 ppl) allows.
Employee equity and hybrid roles drive retention.
Don't compromise on average contributors. Look for ambitious players.
Apply Lean as much as possible, and eliminate non key tasks.
Grow while keep back-office flat. Combine roles for full personnel utilization.
Use P-card for local purchase, and replace cash and check payments.
Eliminate admin tasks at the branch level.
Conditions for success
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Assess all support functions. Focus on tasks.
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Technology depreciation is often costly.
Assess Business Organization & Alignment with Strategic Priorities
Review key business strategic initiatives.
Reconcile priorities with total year targets.
Understand resource allocation and forecast monthly impact.
Ensure clear and quantifiable accountabilities.
Reconcile board presentations with leadership priorities and timeline.
Identify gaps and design action plan.
Understand execution risks and overall market disruptors.
Drill down to business units, geographies, and customer segments to identify stress points.
Review revenue stream and potential process break-down.
Conditions for succes
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Elect open minded board members not afraid to ask the tough question.
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Create an open discussion path with leadership team.
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Travel and interview leaders and employees where board members might not be able to.
Spin-off
Identify all technology and system integration tying businesses together.
Understand legal entity structure and dependencies.
The end-game is a legal, HR and tax arbitration with valuation/treasury impact.
Create regional work stream.
Understand the implications of duplicating corporate resources.
Conditions for success
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If commercial compromises are required, the spin-off might be dilutive.
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There should be a profound business model change that justifies the investment of the business spin-off.
Assess Multi-site Organization & Resources
Understand the scope of work of the site manager.
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Commercial
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Operations
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Customer service
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Finance and reporting (planning?)
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Recruiting
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Billing and collections
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Facilities and Capex
Identify the key priorities.(eg Grow customer base, fix operations, address turnover...).
Reconcile priorities with site manager skill set.
Centralize back-office/admin to free up local leadership.
Provide centralized support/training.
Develop simple dashboard and clarify accountabilities.
Build reporting and escalation mechanism to help site succeed.
Conditions for success
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Build talent pipeline or efficient recruiting process.
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Operate under coaching mode rather than controlling mode.
PE CFO
Build meaningful and action oriented reporting.
Rigorous daily/weekly cash flow.
Develop strong messaging based on documented operational metrics.
Master forecasting and avoid surprises.
Design M&A models.
Build comprehensive data analytics.
Understand the industry and key players in the market.
Focus on solving problems.
Build forward looking analysis.
Conditions for success
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Align Investor, and CEO expectations of the CFO.
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Ensure PE firm and executive aligned on investment strategy and targets.
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Leverage PE portfolio talents when necessary.