Past corporate renewal projects

Corporate Renewal Solutions is presently conducting a turnaround of this severely distressed company caught in a margin squeeze between declining sales and rising costs.  A team of 6 turnaround practitioners and turnaround consultants are working with 6 client counterparts responsible for streams of work including stabilisation, leadership, operations, plant and equipment, strategy, sales and marketing, financial, procurement, organisational alignment, stakeholder management and project management.

Determined the causes of distress of a strategic, organisational and operational nature across the different investment stages, and recommendation a new business model.

Clarified roles of board and management, aligned leadership and provided strategic direction.

Identified drivers and implemented prioritised initiatives to increase throughput.

Converted customer service excellence values into a model for collecting, capturing, processing and reporting on customer service by means of customer service questionnaires and captured in the Stakeholder perspective of the Balanced Scorecard.

Vision, mission, segmentation, targeting, positioning, customer value proposition, value chain and business model, strategy map and Balanced Scorecard.

Vision, mission, customer value proposition, strategy map and balanced scorecard in line with Treasury requirements and driven by transformation needs to become a corporatism entity.  Operations included facilities, capacity, fleet range and fleet management systems.

New technology, positioning after research of market demand and competition, roll-out plan.

Redrafting of strategy and reconfiguration of value chain in light of legislative changes.

Worker orientation in process analysis and worker-driven performance metrics development.

Union-endorsed programmes with workers involving behavioural change within a high-performance team context.

Developed a detailed market entry strategy for the bank who wished to enter the grain industry and become a major player to ensure steady food security in the SADEC region.  Retained as strategic advisor and to project manage the process that would see the creation of a R3bn grain fund and selection of a management company to support the bank in becoming a key player in the grain value chain.

Managed a project to optimise the client's General Spend of R1.2bn p.a. across all operations in South Africa.

Delivered a due diligence and current operational analysis of the people, processes, facilities, systems, capacity, utilisation, performance and capability.  Developed a future strategy and business plan to ensure the legal and social compliance to the new Broadcasting Act of 1999.  Led an international team of specialist consultants including legal, financial analysts, engineering, human resource and marketing specialists.

Project managed the renewal of the sales, marketing and supply chain functions.  As a result of the renewal project, the SA operations improved to number 2 internationally from number 7 the previous year in terms of its EFQM rating.

CRP principal associates acted as deputy MD and consultants on a project encompassing the complete renewal of the company's strategy, leadership, organisation and operations.

Managed the manufacturing operations during a period of capacity shortage and disruptive introduction of new technology as interim general manager.  The focus was on mobilising the organisation around aligned objectives, and the introduction of rigorous performance management.

Advised this company on stabilisation measures and was instrumental in obtaining new equity funding against a turnaround plan.

Stabilised, funded and started fixing this business in the capacity of Deputy MD leading a team of 5 consultants.  Three TASA consultants took line management positions as Financial Director, marketing manager and HR manager, and another was co-opted onto the Board of directors.  Funding was obtained from the client's bank and the business was sold to a listed company.

Stabilised the business on contract to a prospective black empowerment buyer group.

Following the suspension of 6 senior executives, stabilised this loss-making business during its emergency management phase in the capacity as acting Managing Director to allow consultants a window of opportunity to formulate a turnaround strategy.

Project-managed a multi-disciplinary consulting team tasked with the development and implementation of a business strategy and performance management system that would support the financial turnaround required to make the business profitable.  The business became profitable within 12 months.

In the capacity of Interim CEO , and leading a team of 6 consultants, stabilised and turned around this distressed company that was facing closure by its bank.  Funding was obtained from the client's bank and the World Competitiveness Fund. 

The company was returned to profitability and positive cash flow within 3 months.  The overdraft decreased by 75% over 9 months and the company was sold after one year, realising substantial gains for its shareholders and with 100% loan recovery by the bank.

Advised a R5bn p.a. turnover agribusiness and its consortium of bankers on a workout strategy.  The business returned to its core business and posted dramatic turnaround results which received wide press coverage.   Furthermore, project managed a multi-disciplinary team tasked with the development and implementation of a turnaround strategy within the R2bn trade division. 

The trade business, which has never been profitable, lost R60m in the past financial year and projecting similar losses for the following financial year.  Instead, after 12 months a R20m profit was posted. 

Project managed a multi-disciplinary consulting team that stabilised a distressed business in partnership with a bank and a new management team.

Led the turnaround in the capacity of Deputy MD, utilising groups of consulting firms to overhaul every aspect of the business.

With two members acting as Interim Deputy MD and Deputy Chairman respectively, and leading a team of 8 consultants, turned around a R400m turnover FMCG subsidiary of a listed group.  The company, which has been in the red for 8 years, became profitable within 2 months, and gained 10 percentage points market share in 7 months' time.

Project managed a multi-disciplinary team tasked with the development and implementation of a turnaround strategy for this loss-making business in a consulting capacity.

Stabilised, refinanced and turned around this group in the capacity is Managing Director.

Stabilised and restructured this subsidiary of a listed group in the capacity of General Manager.