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Example engagements

Company Description: £23M subsiduary of an international organisation displaying GO-GO behaviours. Had over diversified the product range and become too reliant on a small number of major customers.

Assignment: Focus the business on its core activities and customers

Intervention:

• Diagnosis to engage a wide group of executives in the process and create high energy for change
• Strategic review of business portfolio, resulting in a focus on profitable volume product and customer groups together with the identification of clear routes to market
• Segmentation of trade and retail concepts
• Creation of clear brand strategies
• Structuring the business to deliver the revised business model

Results: Within 6 years, sales had nearly trebled and the business had become the most profitable part of the parent's european operations.

Company Description:  £45m national recruitment agency with 30 offices throughout the UK. Employing 135 staff who in turn deliver almost 10,000 temporary and permanent staff each year across government and industry, with skills such as driving, catering, industrial and technical.  Formerly part of a major group, the management acquired the business as  part of the disposal and break up of that group in 2001.  They were left with a loss making, low margin temporary business and the full overhead costs of the former business’s central functions.

Assignment: To work with the senior management team to create a robust strategic plan for the next five years that would reorganise the business and plan and support some significant structural changes in the business model that would allow sustainable profits and a platform for growth.  The business had to shift from a reactive Infant/Go-Go culture to strengthen its planning and implementation skills to allow the long term plan to be kept on track.

Intervention:

• Diagnose and prioritise the critical issues
• Segment the business to define the products and set about how these could be successfully taken to market
• Embed the value of the Corporate LifeCycles processes into the organisation by transferring the ‘technology’ to an in-house team to continue the work long term
• Facilitate the change process by working alongside both the implementation teams and management teams in order to sustain the momentum in the Company. 

Results: Within 2 years, the Company delivered its best profits since its independence and has gone on to successfully acquire another recruiter as part of its growth strategy