A private equity-owned fire suppression business rapidly expanded its footprint through acquisition, and was struggling with consistent integration.
The company needed help standardizing and optimizing its integration processes to maximize value creation and capture and building a ‘plug and play’ integration model for future acquisitions.
Developed approach to refine identification and capture of value creation opportunities, including tracking and identification of accountable parties throughout the process
Developed tools and approach to streamline integration, improve internal and external communication, and increase deal velocity
Identified 25+ immediate changes, including quick wins, and scoped a new PMO role to connect and drive end-to-end acquisition and integration effort
Developed approach to refine identification and capture of value creation opportunities, including tracking and identification of accountable parties throughout the process
Developed tools and approach to streamline integration, improve internal and external communication, and increase deal velocity
Identified 25+ immediate changes, including quick wins, and scoped a new PMO role to connect and drive end-to-end acquisition and integration effort
A private equity-owned printing manufacturer needed help improving its operational performance and implementing a new Sales, Inventory, and Operations Planning process.
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A private equity-owned printing manufacturer needed help assessing its operating performance and identifying areas for improvement in equipment efficiency, planning & scheduling, and capacity realization.
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A private equity-owned beauty brand incubator needed help to implement process controls, optimize their inventory, and bring visibility to operations to rapidly triage working capital.
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A private equity-owned healthcare SaaS business needed a rapid assessment to understand current challenges, identify key opportunities for process optimization, and identify requirements to successfully scale the business.
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