Board members and key Business stakeholders had a critical need to bring together data from myriad of external partners to then identity trends, patterns and insight and ultimately enable the business to make data-led decisions. This would replace opinion-led approach of which was ingrained in business legacy practices Most of the data was generated and...
Digital Banking
Close Brothers are one of the UK’s leading merchant banks. They had invested significantly in technology but were unable to implant solutions that had been built as they were not fit for purpose and as a result of this their confidence in their ability to fully digitise their business and safeguard their future as the...
Strategic cyber security advisory that enhances day-to-day security while keeping costs down
The customer is responsible for all of the IT and cyber security strategy within their scale-up organisation. Within the constraints of budget they need to make the best possible decisions due to limited resource, and because some of the choices made at this stage will be foundational to the future of their company.
Cost Allocation Project
The company had poor cost allocations which meant managers were being charged for costs because budget responsibilities hadn’t been updated.
Transformation of Procurement in the Aviation Sector
Western EU CEO and CFO needed to re-establish Procurement is a post-Covid world where ALL the existing Procurement team left through redundancy
Improving customer success and service value by enhancing cross-business collaboration
A medium-size family enterprise with a leading position in their industrial sector is facing important issues in their approach to customers. The current board mainly composed by the second generation of sons and daugthers is following the traditional ‘only-product’ business management ways and methods established by the company’s founder. That view resulted in a strong...
Delivered a 10x increase in share price on the back of Shared service, ERP and Offshoring delivery
Appointed to drive the group towards shared services and to transform the people and technology capability in IT to underpin growth into new markets and revenue streams
Chief Operating Officer for a Private Equity business that was bought for £400m and sold for £1bn
Appointed to transform the entire Operational side of the business in order take this from a problem area to one of competitive advantage. Having excellent IT, customer service and security was essential as the company became regulated and we drove towards a sale of the business.
Transitioning From Failure to Success : Financial Services
A Global Financial Services organisation had a regulatory mandated system integration programme running for 2 years with no tangible outcomes. The programme was over budget and in danger of risking the organisation’s presence in the US market. The operational impact resulted in part of the organisation heading for regulatory standards enforcement, presenting a significant challenge...
Global Outsourcing and Automation of Finance Processes
A global consumer goods organisation managed its finance and accounting processes through internal, shared service centers. The centers were distributed to provide regional support for Asia, Latin America, Europe, and Russia. Most of the standard processes, including procure-to-pay, order-to-cash, and record-to-report were harmonized and shared. The regions used a common Enterprise Resource Management (ERP) system....
