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Business Turnaround Led by Transformation Office at a Payments Company
Business Situation Remittance Processing business unit doubled in size in three years to $135M in annual revenue due to acquisition, but EBITDA margins eroded from 18% to -11%. 8 locations throughout the US in major metropolitan areas spread across the country. Every Site was underutilized 56 versions of software in production. Our equipment was outdated,…
Promotional Products Business Reorganization and Turnaround
Business Situation 13 businesses represented that were not operationally integrated. The businesses had multiple leaders, varying operating models, and disparate cultures despite similar products and customers. Profit margins were thin. No unified vision and strategy. Disparate data and multiple ERP systems. Multiple service platforms in use. Single site warehouses. Lack of synergies with vendors and…
Transforming Procurement at a $1.2B Global Office Products Manufacturer
Business Situation Challenged to accelerate savings due to business profitability pressures Team tactically focused and viewed their role as a disconnected support function Operations team embracing Lean, but Procurement not engaged Suppliers not engaged as partners in improvement efforts Innovation efforts constrained by sourcing new products in SE Asia As Division CPO Delivered these Key…
Improving Fill Rates through Customer Collaboration and S&OP
Business Situation Key customers significantly increased service and inventory expectations, and shifted many supply planning accountabilities to suppliers Various customer functional stakeholders provided conflicting direction regarding requirements Supply Planning team continuously dealing with supply and inventory issues due to disconnected demand and supply planning Corporate mandate to improve working capital, including inventory turns As…
Procurement Transformation – $4B Manufacturing Company
Company profile A manufacturer of food service, retail, and industrial food products with operations across North America and Asia. Business challenge Transform a low-performing, disconnected, and tactically focused Procurement team into a high-performing team delivering significantly increased value, strategic leadership, and functional capability. Approach Conducted a comprehensive current-state assessment, developed a transformation plan prioritizing the…
Transforming Data into Decisions at Global Scale
Driving Enterprise Digital Transformation Through Business Intelligence Summary A global manufacturing organization specializing in supply chain solutions faced rapid growth, increasing customer complexity, and fragmented data across finance, sales, operations, and supply chain. Leadership lacked real-time visibility into performance, while teams relied heavily on manual reporting and disconnected systems. The organization launched a digital transformation…
Global Footprint Optimization Post Major Acquisition – $8B CPG Company
Company profile A global manufacturing enterprise formed through the acquisition of an equally large international manufacturer, with operations across North America, Central America, South America, and the Caribbean. Business challenge Post-acquisition, the combined company inherited two fully built global manufacturing footprints, each previously optimized independently, leading to: Redundant manufacturing capacity Overlapping country and regional facilities…
Product Profit Rebuild $3.5B Industrial/Consumer Products Manufacturer
Situation: Business unit experiencing increasingly negative EBITDA. Multiple unsuccessful attempts to resolve the issue through different business finance managers. Key Results: Transformed a $20M annual loss into a $20M annual EBITDA by developing sophisticated financial bridges to identify and quantify the root causes of the losses. Conducted an in-depth analysis of cost accounting and standard…
Global COO for $1.2B Division of Fortune 500 CPG company
Situation: – Complex global manufacturing and distribution network where all manufacturing plants and distribution centers had inconsistent metrics and mostly were fire fighting -Business was challenged as retailers and wholesalers drove more of the assortment to private label – requiring significant cost reductions to maintain margins Approach: – Implemented a top-down / bottom-ups strategy deployment…
Company B
$40m EBITDA improvement – developed sophisticated financial bridges to identify and quantify value creation opportunities and initiatives. Conducted an in-depth analysis of cost accounting and standard costing, leading to strategic actions, including the closure of an unprofitable U.S. plant, the implementation of inter business transfers between Asia Pacific and EMEA, and the renegotiation of raw material…