Assisted the CEO in detailing a strategy and translating this into short- and long terms plans for (international) expansion and the associated scale-up of the organization. Facilitated periodic progress reviews and adaptation of the plan in co-operation with CEO and management.
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The Bank needed to replace its core Peoplesoft HR system, which had been in use for many years and was heavily customised. A set of SaaS solutions including Workday, beqom and SabaCloud was chosen, in line with the Bank’s IT policy to focus more on core banking systems and less on support functions such as HR. […]
This marine electrical engineering company with international growth plans needed to replace an obsolete ERP system with a platform more suited to larger scale and increasingly international operations, with greater specific functionality for its core project, refit and service activities. The company selected 4PS Construct, a system based on Microsoft Dynamics NAV, to serve as this […]
The company was growing rapidly and questions had arisen as to whether current and anticipated projects, which typically last for one to three years, could all be staffed effectively. However, there was also concern that overshoot could lead to too high a fixed cost base. Nick worked with line and project managers to develop an […]
The radiology department of a major teaching hospital was faced with ongoing budget cuts for both research and teaching. In order to maintain its leading position it was necessary to find significant extra third party funding. Discussions with a manufacturer of imaging systems revealed that potential demand for training of radiologists existed in several emerging […]
This major multinational supplier to the healthcare sector had grown through multiple acquisitions. As a result, one of its product portfolios in surgical disposables contained a large number of partially overlapping product lines without a clear overall positioning. Issues included: Sales staff hade difficulty with presentation of the value propositions, thus running the risk of […]
This anaesthetic supplies business was insufficiently profitable. A key cause was that large sums had been spent on the development of ‘high value’ products that were not performing in the market. Nick redesigned the product portfolio with as key element a lower price point for one of the non-performing high value products. The benefits obtained […]
Lumesse (then StepStone Solutions), a leading European provider of talent solutions, was acquired by HgCapital in 2010. The new owners required strong growth from Lumesse, both through organic growth and through acquisitions. Rapid growth in turn required professionalisation and standardisation of the sales process and sales management, and the effective integration of current and previous acquisitions. […]
Conducted a strategic review and subsequently assisted the CEO in splitting the activities of a public-private partnership 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. Reviewed a certification scheme whose management was due to be taken over by […]
ABB’s Distribution Transformers business ($1bn turnover) was world market leader, but losing ground and insufficiently profitable. Nick led a team that identified fragmentation of marketing and production (33 factories in 27 countries) as the key barrier to improvement. ABB had not kept pace with the consolidation in its customer markets caused by deregulation. The team […]
Led a project to develop a turnaround strategy for a recently acquired ailing business unit of a fast-growing manufacturer. The key element of the new strategy was providing better service than the competition. Companion initiatives included cost and asset reductions, new positioning and a new performance-based pay structure. The project was immensely successful; profitability exceeded […]