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From operational due diligence and Day One Readiness to 100 Day Planning, organizational transformation, and change management, we work closely with leadership teams to realize their deal-related goals.
Major consulting firms will not touch "live wires" — they cannot directly implement their own recommendations for you. We do.
With experience across North America, Europe, and Asia, we are accustomed to managing — or building — globally distributed leadership teams.
A plan is only as good as the team. Our work begins with up-front investment into relationships, accountability, and alignment with key stakeholders.
Where are you now, and where do you want to be in 3, 6, or 12 months?
What is the total universe of work that will take place, what resources will be allocated to it, and on what specific timeline?
Shareholders, directors, executives, key customers, partners, and other critical groups require special consideration.
Organization-wide employee engagement will make or break the success of most integrations or transformations.
Transformational change cannot be an incremental add-on to existing roles. There must be an independent, dedicated team to drive step-change improvements.
Constant external and internal communications, rapid iterative action, performance monitoring and feedback collection, continuous improvement. It's a full-contact sport, and it takes grit and determination.
Operational due diligence, quality of earnings analysis, supply chain audits, and other forms of evaluation to increase deal confidence.
From branding, marketing and sales to legal, finance/accounting, and IT — no amount of lead time is ever enough. You need to start now. See our full Day One Readiness Checklist here.
Insufficient communication can existentially jeopardize investor confidence, customer revenue, employee retention and morale, supply chain operations, vendor relations, and more. And good communication takes time, care, and planning.
Day One is just the beginning. The first 100 days after the close of a deal or the initiation of a corporate transformation must proceed with clarity, a sense of urgency, and sufficient resources. The costs of un-botching a botched 100 Day Plan will break even the most well-padded deals.
Our team is most accustomed to serving in deal-specific roles such as Transformation Officer, Head of Integration, or Project Management Office Lead. But we also have taken on interim Chief Procurement, Chief Operating, Head of IT, or other more general roles. In all cases, we prefer to sit on the "company side" and not externally, so that we can form more collaborative relationships with middle management, drive cultural change, and be accountable for outcomes.
If your transaction, integration, or transformation is already underway and you simply need to augment your existing team, we regularly step into live situations to get things done.
From process optimization and restructuring to wholesale operating model reevaluation (i.e. in-housing vs. outsourcing, etc.), we will help you define a rational, high-performance end-state — and then we'll help you make it a reality.
We have helped Fortune 500 and private equity portfolio companies shed hundreds of millions of dollars in annual costs through strategic sourcing, active spend management vendor consolidation, and more.
Cash conversion cycle and working capital improvements are some of the most immediate changes that can be made in difficult situations. Spend cube and supply chain data analysis are often lacking in un-updated corporate environments. Vendor relationship, contract management, and dynamic spend management can present step-change shifts to vendor spend.
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How does it work and where to start? We've collected answers to most of the basic questions in order to be as open and transparent as possible
Management consultant and corporate executive with on-the-ground experience on three continents. Has held overall strategy and P&L responsibility in C-level roles as well as positions with deep functional focus on finance, IT, supply chain, or HR transformations. Fluent in Spanish and Chinese, conversational in German. Lived in China for eight years and Germany for two.
Management consultant and executive specializing in digital and customer experience transformation. With over 15 years of experience, she has led major transformation initiatives across global Fortune 500 and FTSE 100 companies, delivering impactful revenue and customer engagement & satisfaction growth, and operational efficiency.
hi@point86.com
+1 (833) POINT86
+1 (833) 764-6886
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