Past corporate renewal projects

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:


Click on a heading below for a brief summary of the project, but only after the page has completely loaded!  Should the summary not open, refresh the page and wait for a complete reload before attempting again.


Contract all items | Expand all items


Management consulting and business transformation projects

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.


Turnaround projects

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.


About CRS Turnaround

Case study 1

Turnaround sponsored by distressed company's holding company

  • R400m turnover FMCG company
  • Subsidiary of a major industrial concern
  • Unprofitable for 8 years
  • Holding company wanted to end funding losses
  • New MD appointed (internal promotion)
  • Acted in the Deputy Chairman, Interim Deputy MD and Interim Marketing manager positions
  • 8-person consulting team for 7 months
  • Stabilisation: quick hits e.g. repricing and cost reduction
  • Funding: holding company
  • Fixing: closed head office; reconstituted management team; focussed on leadership, competitive strategy and marketing.
  • Profitable within 2 months
  • Switch from R2m profit to R2m loss per month
  • 1st quarter profit for 1st time in history (seasonal market)
  • Gained 10% market share in 7months
  • Fees recovered in 4 months

Search internet or web site

Case study 2

Turnaround funded by bank

  • R100m turnover security/building products company
  • Posted R18m loss
  • Simultaneously approached by bank and client
  • CEO position
  • Acted in the Interim MD and Manufacturing Director positions
  • 6-person consulting team for 3 months
  • Stabilisation: cash management, new controls, working capital reduction
  • Funding: Bank and World Competitiveness Fund
  • Fixing: total overhaul of the business
  • Profitable and positive cash flow from month 3 onwards
  • Overdraft decreased by 75% over 9 months
  • 700 jobs saved
  • Gained 10% market share in 7months
  • Fees recovered in 3 months
  • Company's assets sold as going concern after 1 year for R45m
  • Bank recovered its full exposure
  • Shareholders received R19m