The Corporate Renewal Solutions team has at CRS or before played leadership roles in a large number of corporate renewal, business transformation, turnaround and management consulting projects.
The list below contains a representative list of the larger of such projects:
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Turnaround of a R400m infrastructure construction and maintenance company
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.
Strategy for a R28bn pension fund to resolve its R650m loss in unlisted investments
Determined the causes of distress of a strategic, organisational and operational nature across the different investment stages, and recommendation a new business model.
Strategy for a R1,4bn agricultural products organisation
Clarified roles of board and management, aligned leadership and provided strategic direction.
Efficiency programme for a major mining group
Identified drivers and implemented prioritised initiatives to increase throughput.
Customer service model for provincial government department
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.
Strategy formulation for an industry association, and its industry
Vision, mission, segmentation, targeting, positioning, customer value proposition, value chain and business model, strategy map and Balanced Scorecard.
Strategy and operations implementation for a new government entity
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.
Business plan for a bank's ATM network expansion
New technology, positioning after research of market demand and competition, roll-out plan.
Strategy formulation for a state owned enterprise
Redrafting of strategy and reconfiguration of value chain in light of legislative changes.
Process and metrics program at a major mining company
Worker orientation in process analysis and worker-driven performance metrics development.
Culture change program at a major mining company
Union-endorsed programmes with workers involving behavioural change within a high-performance team context.
Market entry strategy for a major parastatal agricultural and development bank
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.
Procurement strategy for a major international brewer
Managed a project to optimise the client's General Spend of R1.2bn p.a. across all operations in South Africa.
Future strategy and business plan to ensure compliance to new legislation for the SA public broadcaster
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.
Transformation of the SA operations of an international telecommunications company
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.
Transformation of a major chemicals company
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.
Manufacturing management at a major alloy wheel company
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.
Stabilisation and funding of a distressed services company
Advised this company on stabilisation measures and was instrumental in obtaining new equity funding against a turnaround plan.
Emergency management and funding of a distressed services company
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.
Stabilisation of a distressed exhibition centre
Stabilised the business on contract to a prospective black empowerment buyer group.
Emergency management of a distressed government subsidiary
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.
Turnaround of a major loss-making South African FMCG business
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.
Turnaround of a distressed building products business
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.
Turnaround of a major distressed agribusiness
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.
Emergency management of a distressed FMCG business
Project managed a multi-disciplinary consulting team that stabilised a distressed business in partnership with a bank and a new management team.
Turnaround of an underperforming major player in the chemical products business
Led the turnaround in the capacity of Deputy MD, utilising groups of consulting firms to overhaul every aspect of the business.
Turnaround of a major loss-making chemical products 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.
Turnaround of a major loss-making SA/USA joint venture chemical product business
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.
Turnaround of a distressed foreign diversified group based in 4 Southern African countries
Stabilised, refinanced and turned around this group in the capacity is Managing Director.
Turnaround of an underperforming forestry products business
Stabilised and restructured this subsidiary of a listed group in the capacity of General Manager.
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