Organisation

Sector

Scenario

Budget

Location, Region

Duration

Bank of Tokyo Capital Markets & Mitsubishi Finance International

Investment Banking

Merger

£10Mln

London, UK, Europe

12 months

Objective

To merge the London based trading & sales operations as part of a global merger.

Engagement

  • Managed the merger programme for market facing trading and sales businesses.
  • Analysed the existing entities to establish areas of commonality and gaps.
  • Designed and implemented a new organisational structure.
  • Constructed a new 500 seat trading floor in new premises.
  • Negotiated and purchased state of the art IT infrastructure and systems as part of a wholesale technology upgrade.
  • Physically relocated the business.
  • Merged / migrated people, process, data, and contracts.

Results

  • The merger was successfully completed with no disruption to the business from technology, people, process, transactions, or profitability perspectives.
  • A lower cost, higher revenue business was established utilising a future proofed infrastructure.

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Organisation

Sector

Scenario

Budget

Location, Region

Duration

Dresdner Kleinwort

Investment Banking

Global restructuring of sales & marketing business unit

€500Mln p.a.

London, Global

6 months

Objective

To create a more effective / profitable client orientated sales organisation.

Engagement

  • Envisioned the macro target organisation model incorporating the key perspectives of client, product, and geography.
  • Designed the detailed organisational structure incorporating team structures, reporting lines, revenue targets, and account ownership.
  • Programme managed the organisational change journey.
  • Designed and implemented a tiered client account programme defining the strategic importance of each client.
  • Designed and implemented a key account programme to fully leverage the businesses capabilities.
  • Revised the sales credit system to reward cross-selling into core accounts.

Results

  • The matrix management organisation structure was successfully implemented globally.
  • Increased revenues from client profitability and penetration were achieved.
  • Increased cross-selling, particularly of higher margin products, was achieved.
  • Sustainable revenues grew from €800Mln to €1.2Mln p.a.
  • Introduction of tiered client account programme enabled investment thresholds for client development spend to be defined and managed.
  • Key accounts were penetrated and more relationship touch points were developed as a result, mitigating the risk of single point of contact relationships and of revenue streams being lost through key staff leaving the organisation.
  • The organisation succeeded in gaining better outright ownership of its client relationships and revenue streams.

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Organisation

Sector

Scenario

Budget

Location, Region

Duration

Dresdner Kleinwort

Investment Banking

Global CRM system development & implementation

€10Mln p.a.

London, Global

12 months

Objective

To rescue the in-house development and rollout of a bespoke CRM system.

Engagement

  • The CRM system development project had been running for some 24 months without delivery and without any engagement with the business.
  • Took control of the delivery programme, implemented a formal governance structure, agreed concrete timescales, and defined delivery dates for initial rollout and functional enhancements thereafter.
  • Identified and engaged stakeholders and collected user requirements.
  • Reviewed functional development to date, discarded unwanted functionality, and incorporated new functionalities prioritized by the business users.
  • Managed the system rollout and delivery of training.
  • Identified need for change control and data management procedures.
  • Implemented formal procedures for continuous business driven improvements.
  • Established the right behaviours to ensure the system was updated in a timely and accurate manner by users, thereby ensuring the capture of reliable business data.

Results

  • The CRM system was rolled out globally and all users trained.
  • The systems development team was made accountable to the business, the development budget was bought under control, and deliverables were prioritized by the business and delivered on time to an agreed schedule.
  • Delivery of the system enabled the business to undertake continuous performance reviews of all aspects of the business, budget effectively, and perform strategic planning based on accurate data.
  • The business was able to capture large quantities of quantitative and qualitative information relating to its client dealings to enable refinement of client strategies, improved relationships, and drive increased profitability.
  • The business took ownership of its client base significantly increasing the long-term durability of B2B relationships and reducing the risk of losing revenue relationships as a result of staff turnover.

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Organisation

Sector

Scenario

Budget

Location, Region

Duration

Vividas plc

Technology

Set-up of a commercial vehicle for a video streaming technology business

£300k

London, Madrid, Europe, US

6 months

Objective

To establish a commercial sales and marketing vehicle for the technology that would deliver initial revenues and raise market awareness of the technology.

Engagement

  • Designed an operating model for the business.
  • Established business premises.
  • Engaged key business development staff.
  • Created performance, control, and reporting systems.
  • Developed 'go to market' resources and approach.
  • Identified and engaged target clients.
  • Negotiated contracts.
  • Advised the technology owner on market response and potential for product enhancements.
  • Advised on product positioning for specific market sectors.
  • Proposed alternative pricing models.

Results

  • The commercial vehicle was established and successfully developed a significant sales pipeline.
  • Approximately 20 major media organisations were engaged using specifically developed marketing material, including most major UK television and financial media organisations.
  • A major US partnership contract was negotiated valued at $10Mln p.a.
  • Provided advice to the Vividas board on improved pricing models.

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Organisation

Sector

Scenario

Budget

Location, Region

Duration

Enrich Social Productions

Internet Media

Operational design, development, and financial modeling

£6Mln

London, Dublin, Global Franchising

9 months

Objective

As a start-up business looking to raise £6mln in initial funding ESP needed to construct the necessary financial models, prove the businesses capability, and justify the initial valuation through rigorous detailed product, organisational, and operational planning.

Engagement

  • Developed an on-line video streaming format.
  • Designed the organisation required to develop, deliver and maintain the product encompassing –
    • People – role descriptions, team structures, skill sets, experience, cost, contracts, career development paths.
    • Premises – offices, locations, leases, expandability, cost.
    • Infrastructure – Technology, Accounting, Sales & Marketing, Human resources, Investor relations, legal, regulatory.
  • Developed a fully-costed roadmap to realise and grow the organisation.
  • Developed the financial models to determine the valuation and funding requirements.
  • Engaged professional advisors.
  • Selected Dublin as the primary business location based on tax advice relating to global franchise revenue streams and London as the UK franchise hub.

Results

  • The extensive detailed planning of this start-up business was essential to the company’s ability to understand the challenges it faced.
  • By designing-in the required organisational capabilities and producing robust financial models it was able prove its potential to investors and onboard first round funding.

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Organisation

Sector

Scenario

Budget

Location, Region

Duration

Ernst & Young

Professional Services

Off-shoring of Business Development roles and processes

£200k

London, UK, Dublin, ROI

6 months

Objective

To determine the viability of Off-shoring Business Development support roles to India..

Engagement

  • Analysed all Business Development roles throughout the UK, mapping the variation in execution of the roles across locations.
  • Produced process maps for all Business Development processes.
  • Produced time spent analysis.
  • Developed standard role definitions.
  • Produced best practice recommendation for the Business Development function.
  • Established relationships with Indian based Off-shoring business.
  • Identified and communicated Off-shoring process to business sponsors.
  • Advised on the business case.

Results

  • Analysis showed that there was a lack of standardization of roles and practices across the UK business.
  • A standardized model was developed.
  • A best practice recommendation was produced and implemented, covering, redefined roles, priorities, time allocation, and value proposition to core business.
  • The client was advised not to attempt Off-shoring until the standardized model was bedded-down and a clear business case could be put forward.

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Organisation

Sector

Scenario

Budget

Location, Region

Duration

Ernst & Young

Professional Services

Integration of Republic of Ireland practice into UK business group

£200k

London, UK, Dublin, ROI

6 months

Objective

To establish a Business Development function in the Republic of Ireland and integrate it with the UK business area’s management structure and practices.

Engagement

  • Communicated the purpose of Business Development, the role descriptions, and processes to senior management.
  • Planned and managed the project, established a Dublin based project team.
  • Produced resourcing / hiring plan.
  • Managed the transition of data and data structures, clients, teams, contacts, distribution lists, etc.
  • Designed CRM system training and communications.
  • Rolled-out CRM system.
  • Advised Business Development function on behavioural change.
  • Defined behavioural change drivers for project.
  • Developed primary management dashboard for all Ireland business unit.

Results

  • A Business development function was established in the Republic of Ireland.
  • This business function and the associated behaviours were integrated into the UK business area.
  • Best practice was implemented.
  • Accurate data describing the Irish client franchise was collected.
  • Revenue responsibilities, targets, and performance metrics were implemented and incorporated into scorecards.