Multinational electronics business faced problems and communication issues due to severely siloed internal organizations
The company needed help to develop a common problem-solving methodology that would enable internal projects yielding significant financial benefits, while alleviating communication issues
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Wholesale logistics and distribution company was challenged with an underperforming onboarding process for Shared Services employees and leadership, limiting new hire productivity
The company sought to reengineer its onboarding process to enable new hires to quickly add value and contribute to the organization’s performance
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PE-backed fire suppression business rapidly expanded its footprint through acquisition, and was struggling with consistent integration
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PE-owned beauty brand incubator experienced rapid growth over the last several years, and faced poor service levels and high inventory due to inadequate processes and controls to support this growth
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A rapidly growing multi-office medical provider needed to define processes, steps, and duration, and implement performance metrics and dashboards so they could drive acquisition ROI and office contribution.
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A private equity-owned industrial manufacturer needed to optimize asset performance across the plant network to meet customer demand.
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A global supermarket retailer lacked insight into its existing customer base, hampering its ability to identify new market opportunities.
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A global ecommerce marketplace faced rising competitive threats from growing refurbished tech-focused companies.
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A private equity-owned auto parts distributor needed to transform their AR functions to optimize the collections strategy and improve the customer experience.
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A financial services company was facing a strict regulatory environment and required process enhancements to comply with changing regulations.
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A private equity-owned supplier of graduation products lacked critical supply planning capabilities and a robust data governance / IT structure.
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A global reinsurance company was facing difficulty utilizing data analyses to effectively create differentiation in its core products.
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A healthcare services firm needed to create an operations strategy to re-engineer revenue and internal operations engines to achieve planned synergies of the acquisition.
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