Led the development of a global service, process and organization model for HR support of 7500 expatriates worldwide through a shared services organization with multiple sites world-wide. Subsequently set up an implementation programme for roll-out of this model over a 2-year period.
Reviewed a certification scheme whose management was due to be taken over by this PPP, and developed recommendations for restructuring this scheme to better meet stakeholder goals and enable accreditation.
Set up and facilitated a series of workshops for middle management aimed at distilling a strategic technology agenda from a wide range of views, themes and projects.
Strategic review followed by separation of the activities of this PPP into two parts: a non-profit foundation aimed at creation and maintenance of standards, and a commercial operation competing with other market parties for certification business.
Won the highest awarded Business Model Prize for Road Pricing (‘Kilometerheffing’).
Led several studies on innovative technologies in the areas of traction power, access control and points. Facilitated a project to adjust technology policy in the area of Traffic Management and Train Safety to fit the new sector-wide initiative ‘Benutten en Bouwen’.
Led a project to develop a turnaround strategy for an ailing business unit of this fast-growing manufacturer. Initiatives included cost and asset reductions, new positioning and a new performance-based pay structure. The project was immensely successful; profitability has exceeded stretch targets in the first 9 months since implementation.
Led the development of a new Strategic Plan, over a period of 5 months, for a major ($1bn turnover) Business Area of this leading manufacturer. Major issues included commoditisation of key markets and the need to achieve real economies of scale across 34 operating units world-wide.
Led the development of a Business Plan for the Retail Market operations of this specialised player in the (interactive) consumer electronics sector. The strategy involved leveraging the company’s distribution network to boost sales without increasing fixed cost, and has proved highly successful even in an adverse market.
Led the development of a Business Plan intended to support a second financing round for this major ($500M) start-up; the plan was structured around value propositions per customer group rather than technology. Target customer groups included carriers, retail and wholesale ISPs, ASPs and e-businesses.
Led a strategic study into the feasibility of anticipated future power traction technologies with a 20-year horizon. Thereafter facilitated a decision path on the investment policy for the traction power infrastructure for the coming 15-year period.
Introduction of Shareholder Value principles at two Business Units of this group; execution of strategy reviews to determine the viability of specific product lines and projects.
Development of a business case for a strategic initiative in conditioned air transport of pharmaceutical and biotechnology products.
Led a Shareholder Value analysis of the Group as a whole and of its constituent companies which identified potential value improvements of over £70M via a focused programme performance improvement, divestments and selective investment in new technology areas.
Led an international team of consultants carrying out an in-depth analysis of the match between supply of and demand for Energy Research in the Netherlands. The study brought together opinion leaders from industry, research and government, and resulted in a consensus on ten areas in which the direction of (partially) public funded energy research should be improved.
Co-ordinated an international team of consultants carrying out an in-depth inventory of the supply side of Energy Research in the Netherlands. The study, carried out as part of a major Government thrust in energy policy, applied a uniform approach to map and measure the technologies in which Dutch researchers have competences. As one of the results of the exercise three major research institutes initiated efforts to improve the alignment of their research programmes.
Led a study into the possibilities for substantially increasing revenues from services provided to third parties. The continuity of the facility in question was threatened by a major reduction in funding. PA was employed to identify ways to establish a sound financial basis for the future of this unique facility. This study identified possibilities to increase such revenues by a factor of three to four within three years, as well as the criteria which the facility will need to satisfy to gain the market share needed to attain these revenue levels. A project was then set up to implement the required changes.
Led a major Business Performance Improvement project, the goal of which was to identify and implement significant improvements to the return on capital employed of the company in question. The scope of the project included commercial, production and financial functions. In addition to managing the entire project, Nick coached the strategy team and provided expert input where necessary.