Six-Step Business Plan – Facilitate and develop (with Client’s functional and executive leadership team) Mission, Vision, 3-5-years goals, multi-year cross-functional initiatives and plans, KPIs and governance, annual business plan (budget, key milestones, incentive plans); Define and implement governance structure for ongoing execution, reviews and corrective actions.
Market Sizing – Assess TAM/SAM (Total Available/Serviceable Market); perform a quantitative and qualitative assessment of key market attractiveness factors (Opportunity Index); develop a list of (prioritized) ranked vertical/geographical markets.
Consultative Selling – Define and customize value proposition (by target vertical market); develop a prescriptive consultative sales process; design a premium engagement model for platinum-level customers; train the client’s salesforce; drive and oversee the corporate-wide implementation of the designed consultative selling model.
Sales KPIs and Metrics – Define and implement key operational metrics and governance process (weekly dashboard, reporting and operational reviews) jointly with Client’s sales leadership team.
P&L Turnaround – We initiate a structured discovery process with all key company stakeholders combined with a detailed assessment of the financials for the last 6 running quarters. This is followed by a compilation of the key findings and root cause analysis (RCA) which is then presented to the company executive leadership with a proposed plan of action, milestones and KPIs associated with mutually agreed turnaround targets. The action plans include among other initiatives, consolidation of customer-facing and back-office functions, “Shift Left” strategies (centralizing back-office functions to low-cost points of production), and restructuring.
Expansion into new Markets/Region/Worldwide – Define and execute a structured market expansion plan to include conducting a thorough market analysis, assessing “core” versus “context” capabilities/resources, determining the sales compensation and structural mix (direct versus indirect/channel), and identifying key anchor customers and developing their penetration strategy.
Pre-Acquisition Due Diligence – Review and assess 18 factors including financials (EBITDA, Cash Flow from operations etc.), technology/intellectual property/patents, customer base – size and quality (Customer Satisfaction/Net Promoter Score, Seasonality, Recurring – versus Non-recurring Revenues), material contracts (commitments and liabilities); Make recommendations based on assessment and evaluation of the above factors.
Post-Acquisition Integration – Define the steps and implement a structured post-merger integration (PMI) process including the clear articulation and communication of “joint” business value; develop (and oversee) organizational structure design and implementation plan; evaluate and maximize/optimize operational expenses/OPEX synergies; integrate the IT systems; review and align compensation, incentive plans and staff’s annual performance evaluation processes.
Revamp or Optimize Organization – Identify and prioritize key organizational objectives, priorities and desired outcomes. Prepare and present a plan for optimization of resources to meet the target goals. Outline implementation phases to achieve desired outcomes without disrupting the status quo or losing top talent. Define, implement and get buy-in for goals and KPIs for new leadership and their teams. Work with Human Resources (HR) Leadership to digitize these goals with clearly set and well communicated timelines and processes for performance evaluations with linkages to the new/revised rewards system. This should include a well-rounded training plan to address organizational skill gaps and a top-talent identification, development and rewards plan.
Professional Services and Recurring Day-2 Support Services – Develop and implement a holistic global or regional service strategy that includes organizational design; shared centralized centers of excellence (for named technologies and services); ITIL v3-based service delivery processes; back-office functions (and if appropriate) outsourced to low-cost delivery centers/countries; machine-to-machine automation and knowledge management processes; end-user and channel partner self-service portals; operational KPIs’ definition, measurement and reporting.
Develop and deploy a profitable MS strategy and operational infrastructure – The scope of this project includes establishing a full 3-tier managed services platform, required infrastructure investments, back-to-back agreements as needed with supporting vendors, staffing/capacity requirements, defining and setting the SLAs (Service Level Agreements), establishing the service pricing, drafting MS contract/agreements, and implementing a full-service ITIL v3-based Network Operations Centre (NOC) and support services process and staff (ITIL v3 Levels 1/2/3 for 24x7x365 operations and as appropriate a “follow-the-sun” support model).
Design and Implement a high-touch customer engagement model for a new product or service launch, to build a set of reference flagship customers, or to set up channel partners for accelerated success. The deliverables for this project include a discovery phase used to outline the key selection and qualification criteria, a “Cost versus RoI” evaluation, followed by outlining a phased approach and the detailed steps for each stage and milestone (including the exit criteria and KPIs), obtaining stakeholder buy-in and subsequently executing implementation at target customers and/or channel partners.
Digitization Strategy and Implementation – Define the process and oversee its implementation. This includes assessment of the current mode of operation (CMO), future mode of operation (FMO), gaps, digital customer experience analysis and review, analytics and data integration, security protocols and processes, phased systems upgrade process, change management, articulation and corporate-wide communication of benefits from digitization, (BU-level and individual) training and CMO-to-FMO cut-over project timelines/milestones/KPIs/review.
Oversee Strategic Programs – Set up and establish a Program Management Office for strategic programs and projects that might include, for instance, a big deal acquisition, new product introduction/global general availability (that in turn requires coordination of multi-functional efforts – Engineering, Marketing, Production, Sales, and Service); new product/market launch; OR regulatory approvals and clearances (regional and/or worldwide). This includes managing and executing project schedules, identifying risks, clearly articulating them with appropriate corrective action plans, and communicating regular program status to stakeholders .