Selected engagements, highlighting the industries, approaches, and outcomes.
For a manufacturing client, digging down to the level of individual transactions revealed that profitability was being squeezed by a specific business practice. Revising that practice led to a significant improvement in profitability.
For one client, we were involved end to end in a restructuring that included a capital increase, a corporate acquisition, and the divestment of a subsidiary — from planning through execution and the PMI that followed. Along the way we conducted business valuations and advised management as they explained share pricing to shareholders. By helping the client decide which businesses to keep and which to let go, we supported its shift toward a more profitable portfolio.
A multi-tenant income property had AM, PM, and BM each bringing their own expertise, but without enough coordination between them to fully optimize the property as a whole.
We reviewed tenant agreements from a PM perspective to improve cash flow, and identified spare capacity in the building's systems from a BM perspective, building leasing proposals around it. Taking an AM view, we examined and carried out these measures across the property as a whole.
As a result, we improved both the property's overall profitability and its cash flow.
For one client, tasks such as financial analysis and industry research had traditionally taken considerable manual time. Introducing AI in a way suited to the actual work improved both the speed and accuracy of the analysis, shortening the time it took to reach a decision.
For a client considering entry into a new business area, we provided ongoing support from initial planning through building operational processes and drawing up the plan for commercialization. Rather than one-off advice, we stayed alongside the client until the business was actually up and running.