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We Are Driven To Achieve Transformative, Breakout Outcomes
We Are Driven To Achieve Transformative, Breakout Outcomes
Not success stories. Inflection points.
This is where The CODE performs—quietly, precisely, and under pressure.
Each of these outcomes began the same way:
An aged and bounded paradigm.
A loss of Psyche.
A system drifting.
A pattern repeating.
Execution slipping.
Strategy unraveling.
And the realization: business as usual won’t work here.
Business And Organizational Transformation:
Business And Organizational Transformation:
Private Equity Sponsored $5 Billion Specialty Pharmaceutical Chemical Company
Private Equity Sponsored $5 Billion Specialty Pharmaceutical Chemical Company
SITUATION & CHALLENGE
Private equity-owned carve out of Global 500 company.
The operating company missed every investment thesis and value creation plan target for five years into ownership.
The Board dismissed the first three CEOs for non-performance
I was engaged by the new interim [4th] CEO – promoted from COO - to determine the drivers and detractors for the continuing failure of the business and develop a go-forward blueprint for business and organization transformation
SCOPE OF WORK
Functioned as Coach and Chief of Staff to Interim CEO – expected to transition to CEO -and liaison to PE Board
Developed CEO 100-Day Transition Plan
Evaluated the business situation and determined the drivers of non-performance versus the PE Investment Thesis and Value Creation Plan.
Developed CEO business outcome end game and scorecard with Board, key stakeholders, and dependencies
Performed Board and C-Suite re-alignment discussions, working sessions, and coaching sessions
Performed comprehensive team and organizational network assessments based on CEO Objectives and Key Results scorecards.
Outcomes
Reconstituted executive leadership team decision processes and composition. Developed cross-organizational Team of Teams to achieve intended business outcomes
Re-redeveloped internal communication messaging
Creation of a new value creation plan. Merged with sibling specialty chemical company. Performed reverse merger of a multi-billion company for further vertical integration
ROI:
At 9 Months: $20M cash increase and $3M operating cost reduction
Year 1: 10% revenue growth
Year 2: Bolt-on acquisition 3x rise in enterprise value
Year 3: $5B Reverse merger and IPO
Business And Organizational Transformation:
Business And Organizational Transformation:
Private Equity Sponsored $600 Million Branded Specialty Chemical Company
Private Equity Sponsored $600 Million Branded Specialty Chemical Company
SITUATION & CHALLENGE
Private equity syndicated owned and purchased a $500M global manufacturing company out of bankruptcy
For three years under continuing management, revenue and profits contracted by over $100M and $20M, respectively
The majority PE Board Operating Partner engaged us to realign the company from 3 business units into 10 product-market business divisions
SCOPE OF WORK
Functioned as Advisor to Operating Partner, reporting to the CEO of the Operating Company as a Consultant and Coach to the C-Suite
Performed quality of profits and business division dependency analysis
Developed Board and CEO business outcome end game and scorecard - facilitated Strategy working session with realigned management
Coached and advised Head Business Division business in developing strategic initiatives and developing teams of teams to drive intended business transformation initiatives to re-developed value creation plans
Coached and advised functional leadership – CFO, COO, and Head of Supply chain - and organized teams around operational improvement to working capital and cash flow
Outcomes
Implemented a Teams of Teams capability for reorganized Divisions to drive targeted performance to reformulated value creation objectives and key results and with core functions to drive improvements in net working capital and cash
Collaborated with Board on the evaluation and restructuring, and leadership development plans of the executive management team
ROI:
At 9 Months: $10M cash increase and $3M operating cost reduction
Year 1: $30M margin improvement
Year 2: 200% new revenue growth in a critical division
Year 3: Sold for 4x to 12x exit
Business And Organizational Transformation:
Private Equity Sponsored $350 Million National Steel Tube Company
Private Equity Sponsored $350 Million National Steel Tube Company
SITUATION & CHALLENGE
Private equity s owned. Purchased steel tube manufacturing company out of bankruptcy. The company had a historical focus as a premium valued spot producer - made to inventory - and is intending to reposition to make to order.
Although a two-year growth rate was greater than 20%, the company experienced a greater than 10% deterioration in profitability as a percentage of volume and revenue.
SCOPE OF WORK
Functioned as Advisor to CEO and Coach and Chief of Staff to new Executive Leadership Team [ELT]
Performed operational and supply chain quality of profits analyses to prioritize value creation and ability to execute an assessment
Implemented line-of-sight workshops to determine the portfolio of initiatives, developed business outcome scorecards, and drafted initiative teams with ELT. Developed outcomes scorecards
Drafted, coached, and facilitated LEEN Operations and Supply Chain teams to develop and execute corrective action initiatives
Outcomes
Implemented a Teams of Teams capability to define and execute against operations and supply initiatives
.
ROI: Identified and targeted
At 9 Months: $25M networking capital change
Year 1: $40M improvement in LEEN
18 Months: 28% profit improvement and from 2x to 6x in exit value expansion
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