Organization
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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Establishing “One Company” Organization and Operations to Realize Cost Synergies at Direct Marketing Services Company
Conducted a 5-week operations diagnostic of a recently acquired portfolio company to identify cost reduction opportunities and establish organizational and operations end-visions. Gotham undertook an extensive analytic effort to reconcile and align data from 3 separate, independently operating systems corresponding to each business unit and create in-depth profiles of purchasing spend and labor efficiency. We also identified opportunities to improve salesforce effectiveness, including salesforce restructuring and a new compensation system. Finally, working with management, Gotham developed a “One Company” organizational structure to eliminate disconnect and facilitate savings opportunity capture within and among the 3 business units. Following the diagnostic, management launched efforts to capture these opportunities, which were expected to improve the company’s EBITDA margins by 6+ percentage points.
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Improving Profitability and Revenue Performance at Multi-disciplinary Engineering Services Firm
Conducted a 6-week operations assessment to turn around the company’s margin performance and position it for a successful exit in 2-3 years’ time. Analyzed historical project and employee utilization performance; developed target staffing leverage model; and created target business development model to improve efficiency of business development effort while driving profitable revenue growth. Our detailed assessment gave our client a solid understanding and roadmap of the levers to achieve the target margin performance (5-7% points growth); client requested Gotham to provide ongoing support through quarterly performance audits.
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An Effective, Actionable Growth Strategy to Quadruple Revenue at Leading Power Electronics Company
Developed a pragmatic growth strategy to grow an unprofitable $25MM revenue business to a $100MM, 20% EBITDA business within 4 years. Effort included first developing the target product strategy based on market segmentation and analysis, competitive assessment, and product portfolio and capability analysis, and then creating product development, sourcing, branding, marketing, and channel strategies. Initial annual savings target of $2.7MM accomplished within a year before top-line growth kicked in.
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Establishing a Global Sourcing Strategy to Harvest Plant Consolidation Savings at Global Industrial Products Company
Developed a worldwide sourcing strategy for an industrial goods rollup company. Plans included the closure of 3 plants, consolidation of NA automation to single facility, migration of low-value assembly to Mexico and movement of electronic assembly to Southeast Asia. Total run-rate savings from the project are estimated at $20MM on a total cost basis of approx. $200MM.
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Refocusing North American Supply Chain for a New Competitive Environment at Global Soup Manufacturer
Created a North American Supply Chain strategy for a multinational soup company which had lost its scale advantages. Built upon a solid understanding of the company's operating strengths, the strategy leveraged collaborative alliances up and down the supply chain to extend the company's control of cans from fabrication to retail, and reduce costs in the entire system by 10-15%.
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