Short-term appointment of a senior executive to drive change

Our client is a medium-sized soft-services supplier who works in the South of England.

They had successfully grown over the years but reached a point where turnover was stagnant and profit had decreased. Whilst current contracts had been extended, no new accounts had been secured.

The owner felt the business lacked direction and he was at a loss, feeling he had nobody upon whom he could rely to help him and the business move forward. He therefore engaged us to help identify a set of actions and what the underlying issues were in his business.

We initially undertook a set of workshops following an assessment of his operations against what we considered ‘best in class’, and from this we worked with him to engage his management team.

This had mixed results, and we agreed with him that an interim executive should be appointed to work with him on a defined basis, so this person could get to know the day-to-day workings in detail and support our client.

Over the course of three months, our interim executive was able to directly address a number of issues that came to light and was on hand to support our client at his offices.

The end result was that our client made a number of personnel changes and had the confidence to take the business forward with a new plan and a fresh team to support him in the programme of change that had been agreed.

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A partnering agreement to target growth in austere environments

Our client is a successful group that enables governments in fragile states to put in place internationally recognised good practice and establish robust systems to enable reconstruction. Their clients also include international aid organisations.

Solving international issues often requires different groups to come together and in this instance we identified the benefits of two groups collaborating; we facilitated meetings and workshops so that the groups could explore options and agree actions.

Our role helped identify key issues, ensure smooth programme management of the process and enabled each party to quickly identify common ground.

Working with two very different organisations (one European, the other American), we helped deliver a number of workshops where we acted as Programme Manager, with our success primarily dependent upon the groups concluding an agreement to partner.

This allowed us to take an independent brokerage position between the groups, as we did not have an agenda that was biased towards one particular organisation; in this context we were mainly success-driven.

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A UK-wide contract extending the capability of our client

Our client was a regional cleaning services provider who had taken on a number of ‘back office’ support roles for a few clients who had asked them.

As part of a visit to a site they worked on, they found themselves being asked to tender for an Integrated Facilities Management (IFM) contract, which although they knew they could deliver, they did not have the experience of bidding for.

They approached us to be part of their team and to work alongside their CEO to put in place the overall service delivery solution.

We reviewed the tender documents and attended site visits so we could understand the requirements of the client and their needs at each site, and to appreciate the real value drivers that would make a positive impact.

From receipt of tender we agreed a programme of activity with our client, enabling our client to focus on the key areas where they excelled, with our own focus being on non-core areas that our client had not previously priced or set out in a tender submission.

We produced a pricing model that allowed us to review all key elements of the bid and review value for money in each, as well as assess how each package aligned with the solution we had agreed and set out.

Following submission of tender, we supported our client in producing the presentation, which we attended as their specialist to answer technical questions and clarify any points raised during the question and answer session.

As a result, our client has secured a long-term IFM service supply contract with a blue chip client.

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Improved service delivery and reduction of business risk

Due to internal changes, our client no longer had an in-house team with the Facility Management (FM) expertise to oversee the suppliers that had been appointed, or to drive the transformation that was required in the FM service needed.

The organisation was also undergoing a significant cultural change and had to adapt to a new competitive position, as well as attract new staff and drive through a new way of working across diverse teams.

We undertook the management as an ‘interim’ Facilities Director for our client, reporting into the Head of Property and Procurement. Our remit included all properties, from the HQ and supporting buildings in Central London through to data centres and processing centres in the North of England.

We provided front-line operational management, a full contract review and analysis of key risks facing our client.

As a result of our first stage of support, we identified key gaps in the services being provided by the incumbent supplier as well as Health & Safety compliance failures and technical issues that represented a risk to business operations.

In addition to carrying out a full audit on the premises and agreeing a change programme, we also undertook the direct responsibility for day-to-day management of the properties and all FM delivery staff.

This allowed us to establish an identity amongst the FM staff, put in place a performance management system to improve service delivery and manage out the risks we had identified.

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Tender submitted on time and access to framework contract

As a result of working with our client on a number of projects, we were asked to provide initial advice on their commercial approach to bidding for services in a new sector.

The initial advice led to us working closely with the operations team to assess the key commercial issues and agree the best strategy to address these, thereby producing a best value priced proposition in order to access an international framework contract base.

Our pragmatic approach to modelling the main price inputs, and understanding the operational issues and contract terms, enabled a fast turnaround of a complex bid.

By focusing on the competitive/commercial issues we helped our client’s operations team to focus on their technical response and to clearly understand the parameters they had to work within.

This allowed us as a team to identify key operational risks, pricing/specification inconsistencies in the ITT documents issued and to address these at the earliest stage, both through clarification questions and solution development.

Our client is now on recognised on a framework contract in a new target sector, despite having to compete with a number of established incumbent suppliers who have a track record and low cost base.

We continue to work with this client on a number of projects.

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