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Experience: representative case studies |
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- Moving into Adjacent Space
Assessed worldwide market for engine overhaul and repair services for major aircraft engine manufacturer.
This included market segmentation, sizing and growth, evaluation of competitors and key success factors,
and determination of long-range strategic options. Upon recommendations, company formed separate Engine
Services SBU and focused marketing efforts accordingly.
- Innovating for Growth
Structured new spin-off business for on-line collaborative CAD/CAM R&D design for CIO of leading U.S. auto
manufacturer. Project included strategic positioning and direction, product definition, demand assessment,
competitive positioning and identification of alliance partners. Business was spun off to private equity.
- Entering a Foreign Market Successfully
Designed entry strategy in foreign market for temperature-controlled logistics company. Client entered market
successfully based on execution of coordinated seven-point strategy, including: entry into the right segment
(chilled products versus frozen products), choice of effective product mix (co-transportable, back-to-back
transportable), key value proposition (best-in-class time-definite service at right price), securing competitive
advantage (access to national network of logistics platforms), choice of effective distribution channels
(supermarkets and hypermarkets), acquisition of two local target companies (to access national network of logistics
platforms and distribution).
- Establishing Market Dominance
Developed R&D strategy for development of next-generation microchip technology for global computer manufacturer.
Analysis (1) evaluated achievable market share in light of future demand, competition and distribution, (2) compared
options (technologies, R&D partnerships) and (3) estimated return on investment. Upon positive findings and
recommendation to move ahead, client funded investment, developed chip, penetrated market and established segment
dominance within three years.
- M&A/Active Market Consolidation
Conducted strategic due diligence and screened acquisition targets as part of consolidation strategy for $1 billion
Transaction Processing business. Upon results, recommendation was made to pursue consolidation of Claims Processing
segment where company could build market share leadership with one acquisition target.
- Establishing a Productive Core
Repositioned product lines and rationalized production capacity (two of seven plants and press equipment) for manufacturer
of fiberglass automotive components faced with significant overcapacity. Enabled company to realign cost and asset structure
to realistic measures of demand and restore profitability.
- Cost Sharing
Analyzed feasibility of shared order management system across seven operating divisions of leading U.S. pharmaceutical
company. Analyzed client's IT base, customer base, growth strategy, distribution channels and internal cost structure.
Shared system resulted in strengthened channel/customer relationships through shortened time to market and overall
reduction of order management cost by 28%.
- Increasing Stability of Production
Conducted productivity improvement of titanium dioxide manufacturing plants for major chemical manufacturer. Reduced
excess costs due to production fluctuations, unscheduled shutdowns and rework, with total benefit resulting in annual
cost savings of $18 million.
- Structural Integration
Designed rationalization of satellite and missile lines and consolidation of two large U.S. sites for leading U.S.
$26 billion defense contractor. Analysis involved measuring demand and re-sizing space requirements accordingly (offices,
plants, labs, warehouses), and re-sizing cost structure (direct labor, G&A, materials management). Overall results
yielded cost savings of +10%.
- Organizing for Effectiveness
Redesigned corporate organization of IT service provider by streamlining primary organization from 20 business units
down to four, including: management consulting, IT solutions, transaction processing and outsourcing.
- Maximizing Portfolio Value
Conducted corporate portfolio strategy of global business units for U.S. based global IT service provider experiencing
eroding margins. Directed investments, acquisitions and divestitures for improvement of EPS at CAGR of 20% over next
five years.
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