Over the last many years, we have had the opportunity to influence and directly manage organizational change in many business units both domestically and internationally.  Here is a selection of case studies that summarize our methodologies.

Grow the top line – revenue development capabilities - case studies

• Driving sales performance – As interim Managing Director for a joint venture based in Qatar, we led the creation and development of leisure real estate sales for a project based in Morocco.  Offices were established in Morocco, United Kingdom and Qatar generating $63mm in sales using the following framework;

• Assess the current performance
• Evaluate market competitiveness
• Identify key opportunities
• Establish action plan
• Monitor performance

• Strategic distribution channel development - Working for a mature enterprise trying to utilize remnant inventory the company’s challenge was to improve distribution capabilities.  The value proposition was enhanced as a new franchise business model was established to gain exposure in local markets.  The strategy was sold internally and funding was established by employing this outline;

• Benchmark distribution against peers
• Evaluate market entry opportunities
• Model the financial plan and establish timelines for development

• Revitalize weak initiatives - A business unit was developed on a global basis with insufficient revenue streams to support the infrastructure.  Detailed analysis of the product offering was combined with a cost analysis to establish break-even and future profitability.  Recommendations were then provided and implemented to improve business performance using this guide;

• Conduct financial analysis
• Identify actions to achieve targeted margins
• Make management recommendations

Increase profitability – managing cost structure capabilities - case studies

• Eliminate accumulated overheads - Multiple acquisitions led to extensive overhead and inconsistent priorities across the organization.  Synergies across the business units were not addressed as no “central command” had the authority to review business priorities and processes.  Providing management direction to the team, the first step was to identify business priorities and resourcing.  The result was a reduction of overheads by $12mm annually that was identified through;

• Benchmarking financial performance by driver
• Identifying redundancy of activity
• Streamlining of processes

• Resource Alignment- A national franchise company bought back a wide variety of locations and had to align local market sales resources with its national corporate team.  The first task was to restructure corporate and local market sales teams under common leadership which reduced overall headcount.  Final result, increased revenues and a new national sales team following this framework;

• Interview senior leadership
• Interview one down direct reports and staff
• Assess alignment with strategy and business objectives
• Make management recommendations