BUSINESS CONSULTING GROUP, LLC
Envision Business Strategy, Develop Business Plans and Solve Business Problems
performance improvement, inventory reductioncost reduction, revenue enhancementbusiness consultants, consultants, headcount reductionbusiness, management consultants, efficiency, continuous quality improvementTQM, Total Quality Management, Six Sigmaproblem solving, root cause analysis

REVENUE ENHANCEMENT - Illustrative Accomplishments

Revenue Crisis Management

Led 12+ person team which assessed and solved the root cause of problems critically impacting a new order entry, shipping and accounts receivable system for an $80 million annual revenue company. Problems included erroneous and missed shipments, incorrect invoices, lost customers, decreased cash flow, increased working capital loans and potential business failure. Manual workarounds were improvised to stabilize operations and repair cash flow. Replacement applications were developed and implemented quickly and successfully. Result:Revitalized, perhaps even saved, the company by enabling it to regain cash flow, repay and stop working capital loans, recover customers and return to profitability.

Revenue Protection

Developed process improvements, organization structures, system architectures and implementation plans for a large subsidiary of a $7 billion financial services company. Led team of executives and staff to determine “best practice,” “best personnel”, “best systems”; defined new process, organization and systems structures for the combined business. Result: Protected $10.9 million specialized revenue stream. Improved process efficiency and a 108-person staff reduction saved $11.4 million annual recurring costs.

Improve Revenue Stability and Predictability

Minimized budget and staff growth for a global software and services business during rapid growth. Analyzed workflow, researched “best practices” and reengineered the processes to focus on value-added activities. Changed product development from on-demand, incremental releases to three planned releases per year. Reengineered the product support question and issue resolution process from a first-come, first-served model to a level of problem severity gets the more experienced analyst model. Instituted cross-training/job rotation within development and support. Staff grew 20% in two years, active customers grew 600%, from a base in the U.S. to Europe, South America, Australia and Africa. Estimated user counts grew over 1300%. Result: While the service rating remained an “A”, cost per customer dropped from $47,000 to $13,500 and cost per user plummeted from $4,700 to $460.

Strategic Planning
Partnered with the CEO and management team in the strategic planning processes of a $200 million business. Over the course of four months, determined the driving force (Customer Intimacy) and the top five Key Initiatives for the business. This was tied into the Operational planning level and reviewed over a two-year period to ensure alignment of strategy with day-to-day operations.
Result: Grew market share of the business from 15% to 35%.

Strategic Planning
Partnered with the CEO and management team in the strategic planning processes of a $200 million business. Over the course of four months, determined the driving force (Customer Intimacy) and the top five Key Initiatives for the business. This was tied into the Operational planning level and reviewed over a two-year period to ensure alignment of strategy with day-to-day operations.
Result: Grew market share of the business from 15% to 35%.

Strategic Planning
Managed strategic planning projects for several Fortune 500 manufacturing and retail clients. Engagements included strategic alignment, critical success factor identification, performance measure definition, strengths/weaknesses/opportunities/threats analysis, resource scheduling, cost estimating and business case development.
Result: Using facilitated group work sessions and other planning techniques, usual planning cycles were reduced from months to weeks, the quality of the plans improved and greater consensus was achieved.

Strategy and Planning
Directed the efforts to refocus the business of a very early stage online, science education company. This required a complete rewrite of the business plan and creation of new financial projections, as well as construction of a new chart of accounts. Worked with the accountants and legal team to revalue the company and begin a new and larger round ($1million to $2million) of private equity financing.
Result: Positioned the company for a greater potential for success.

Business Planning, Corporate and Financial Infrastructure
Created the corporate and financial infrastructure of a start-up biotechnology company. Worked with the founder and chief scientist to create a business plan and model in order to launch a business based on the founder’s proprietary knowledge and science.
Result: Financial statements have been prepared. A private placement memorandum was drafted and is currently being used to raise $700,000 in convertible preferred equity with angels and venture capitalists.

Finance Process Improvement and Reorganization
Reengineered the Financial Control Process for the North American consumer bank of a large money-center bank which included the branch, credit card, and mortgage businesses. Project entailed redesigning the processes for closing the books, forecasting, planning, reporting and analysis. Project scope covered 27,000 employees spread over 28 locations utilizing over 60 different systems.
Result: Recommendations included reducing headcount and operating expenses by 50% and improving closing cycle time by 6 days.

Revenue Restoration

Managed the financial turnaround of a large applications service provider that performed information processing for retail, healthcare, construction, manufacturing and major league sports teams. Financial challenges were overcome by accelerating collections of receivables, negotiating extended payment terms for accounts payable and establishing a job cost accounting system to understand and manage the profitability of customer services contract. Result: Gained positive cash flow within two months and achieved profitability within six months.

Revenue Creation

Implemented new product worldwide for over 500 global corporations. Established and led a 30-plus person worldwide business unit that designed, developed and supported large scale project management software for a top-five global consulting company. Support included authoring documentation, developing and delivering education, creating marketing materials and establishing a 12 hours by 5 days worldwide telephone and e-mail customer support center. Collaborated with corporate attorneys on development of a standard license agreement. Used external and internal marketing, industry influencers and “word of mouth” success stories to generate demand. Result: Product was developed, implemented and supported successfully at over 500 sites in 20 countries which enabled over 5000 worldwide users to increase productivity and quality of implementation projects with annual worth over $500 million.

Interim CFO and Private Equity Financing
As acting CFO for an established online, pre-publishing company servicing the scientific and medical society and pharmaceutical markets. Responsibilities included becoming an active member of the senior management team, guiding them through the planning stages in preparation for rapid growth, assisting in the completion and marketing of a $5 million Private Placement Memorandum, providing the financial leadership and establishing the infrastructure for the company.
Result: Built a new finance team and implemented financial controls and policies that will enable the company to grow fivefold over the next four years. $5 million Private Placement Memorandum is complete and is being marketed.

Revenue Infrastructure Improvement

Facilitated operational turnaround of the back office of a large west coast Florida commercial property management company. Project included removing a processing bottleneck; redesigning workflow, job descriptions and organization structure; re-implementing accounting applications; rescheduled closing cycles and computer operations; realigned responsibilities and retrained existing staff. Result: Processing which could not finish overnight was completed by 3:00AM, closing cycles were reduced from twenty to seven days, past-due rents reduced 90%, overtime dropped to almost zero and department morale improved.


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