Operations Diagnostic
Establishing Efficient Organization Structure And Processes To Drive $100MM In EBITDA Uplift
Conducted 12-week operations diagnostic to identify opportunities to streamline and reduce cost of client’s operations. To this end, Gotham: redesigned the corporate organization; surveyed 300+ front-line employees to understand their activities; visited multiple local markets and toured homes; mapped all processes front-to-back; and conducted deep-dive analyses of the client's operational performance to establish and quantify savings opportunities. Gotham identified opportunities to increase the client’s EBITDA by $100MM and developed project charters, role-specific KPIS, and a technology plan to jumpstart the capture of identified opportunities. The client launched the implementation effort immediately, with organizational restructuring implemented within 4 weeks.
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Diagnosing Performance Deficiencies at Data-rich But Information-poor Branch-based Underperforming Business to Identify EBITDA Improvement Opportunities/Plan for Their Capture at Heavy Equipment Rental Company
Identified $6.4MM in quick-win EBITDA improvement opportunity in rental, parts, and services businesses by analyzing the company’s revenue drivers, cost structure, and equipment utilization. Working with management, developed a detailed 6-month implementation plan to enable rapid capture of operational improvement opportunities and to establish long-term strategic initiatives to drive top- and bottom-line growth. Management is successfully implementing value creation plan and, within 3 months, has already captured $3MM in EBITDA improvements (vs. same quarter in previous year).
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Clarifying Channel Strategy, Inventory Rightsizing, and eCommerce Upside
Conducted business strategy assessment to chart the exit path for a PE-owned full-service home-décor importer and wholesaler. To this end, Gotham: analyzed channel profitability and modeled the impact of eliminating brick-and-mortar channels; developed a plan to optimize inventory levels and rightsize the fixed cost structure; interviewed customers to establish the company’s reputation/positioning; and visited competitor showrooms to profile key competitors. With a clear picture of internal opportunities and market and competitive dynamics, Gotham developed a plan to more than double EBITDA through structural cost reductions and accelerated eCommerce growth. The company launched an effort to capture these opportunities to position itself for a successful exit.
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Avoiding Need for Capital Investment via Throughput Improvement and Cost Reduction at Private Label Nutraceutical Company
Identified significant manufacturing capacity available through a variety of key throughput levers, including: reduced number and shortened length of changeovers; reduced frequency and duration of downtime; and increased speed in bottleneck equipment. In addition, identified 35% reduction in direct labor cost. Following our implementation plan, company increased EBITDA by $7MM by the end of the fiscal year and the PE firm successfully sold the company.
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Cost Reduction In Post-sales Service Operations While Ensuring Stellar Customer Service at Residential Exterior Building Products Company
Built a robust fact base of field service spend and cost drivers, interviewed customers to understand their decision-making criteria, compared BuildCo's field service performance vs. competitors, benchmarked other Building Products companies, and built a simulation model to quantify cost impact of various scenarios. Recommended field service model expected to reduce cost by 26.5% (more than double management's ingoing estimate) and improve customer value proposition.
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Network-wide Operating System to Turn Around Performance at Foodservice/Co-pack Juice Company
Turned around plant performance by implementing basic plant operating system (downtime, waste, and scheduling). $600K in run rate cost savings captured by the end of the 6-week engagement, with tools and processes in place to capture the rest. Building on the initial success, rolled out the network-wide standard operating procedures to the other 2 plants during an 8-week Phase II effort with additional savings of $2-2.5MM expected. Company generating record EBITDA (60+% improvement in EBITDA) and the PE firm decided to market the company for an exit.
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