a-connect’s management consulting services are designed to help you navigate challenges, drive improvements, manage change, and create value across the whole organization.
Our independent consultants will work with you to deliver a comprehensive strategic plan (100-day program) that takes your organization to the next level. This covers all aspects of strategic planning, including strategic review models, organizational reviews, HR reviews, roadmap development, and SG&A cost reduction.
We’ll help you drive lasting and sustainable performance improvements that have a real impact on the bottom line. This includes working with you to design or review your customer segmentation and pricing, sales force effectiveness, turnaround and restructuring programs, supply chain management, lean practices, R&D pipeline, organic growth initiatives, and M&A activities.
With deep knowledge and expertise in private equity, our consultancy services also extend to tackling financial restructuring and change of ownership. This includes carve-outs and divestitures of non-core assets, financial restructuring, and pre-exit planning.
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DAN TAVARES
Client Service Partner & Hub Manager Scandinavia
Returning to the trajectory of profitable growth
Recently, a leading global manufacturer of specialist consumer products found itself facing seemingly insurmountable challenges: sales were stagnant and profit levels had dropped significantly in all of the company's key geographic markets.
Leading the 100-day program for a bolt-on acquisition
When it comes to acquiring a new business, smooth integration in the immediate post-merger period is critical. Our client, a global provider of industrial products, had recently acquired a company with its primary markets in North America and Australia.
Boosting pricing performance through harmonized governance and tactical pricing
The existing pricing strategy was a cost-plus approach, and most of the company’s revenues came from 1–3-year contracts, with a small portion from ad-hoc business. As a direct result of its fragmented policies, pricing processes and activities were inefficient and the company was missing out on significant revenue opportunities.
Turnaround of an unprofitable business area
Our client, a global industrial products company, had a business area that was not meeting expectations. Unfavorable market conditions and strong price pressure from competitors meant this particular business area had been unprofitable for several years. Added to this, the manufacturing footprint was too costly due to high overhead costs, inefficient asset allocation and production setup.
