Tailored Business Consulting The new approach. June 2016

Transcription

1 Tailored Business Consulting The new approach June 2016

2 Agenda 1. Why Tailored Business Consulting 2. How It Works: Tailored vs. Traditional Business Consulting 3. demonte & Network s Credo and Values 4. Alberto de Monte s Resume 5. Industry Competency and References 6. demonte & Network s Service Areas 1

3 A business consultant is like a doctor: you choose him for his experience and trust that he can solve your problem Tailored Business Consulting: The Definition "Counselors to the sovereign must be worthy of their position; their knowledge, abilities, and experience must be adequate to the advice they give. Furthermore, the motivations and goals of a counselor must be the same as those of the sovereign or discord will ensue. The best kinds of governments are those administered by sovereigns privy to the advice of counselors".* *Source: Thomas Hobbes - Leviathan, Book II, Chapter 25 "Of Counsell" 2

4 Unlike traditional consulting firms, demonte&network operates through expert independent consultants Tailored Business Consulting vs. Traditional Management Consulting Traditional Business Consulting Consultancy A Consultancy B Consultancy C Consultancy D Consultancy C THE CLIENT PAYS FOR A BRANDED PYRAMID OF AVAILABLE CONSULTANTS Limited pool of mainly junior resources Pyramid of fungible junior and senior resources based on contingent availbility Marketplace of independent consultants Vast pool of senior independent consultants Tailored Business Consulting THE CLIENT PAYS FOR SENIOR AND EXPERT CONSULTANTS Senior resource with relevant expertise to the client needs 3

5 demonte&network s credo and values client-centricity: every assignment starts from the client issues and ends with client tailored solutions integrity: we do not compromise; we only take on assignments that we can successfully deliver and that have the potential to generate utmost client satisfaction deep dive analyses: we do not analyse issues "top down" only, we want to understand deeply in order to make sure we reach the best conclusions unbiased judgement: our work is not aimed at obtaining a second assignment; the recommended solution is not biased by vested interests confidentiality: by no means we will disseminate your company's confidential information 4

6 Alberto de Monte s professional experience and beliefs 20+ years of experience, of which 15+ in management consulting Focus in strategy, operations, and structural change across several industries (A&D, Automotive, Shipbuilding; ICT, Oil & Gas) Education MBA, SDA Bocconi School of Management BS in Economics and Business Administration with honors, University of Rome La Sapienza Professional Experience 2015: demonte& Network Founder : Amazon EU Head of Vendor Management Automotive : Roland Berger Engineered Products & High Tech CC and Operations CC : Booz & Company (now Strategy&, part of PWC Group) Engineered Products and Services : HSO Business International (BPR and ERP Implementation Services) : Kuwait Petroleum (Oil Company) : Italian Army Lieutenant and platoon commander Alberto de Monte has over 20 years of work experience, of which 15 in management consulting at the service of multinational companies (5 of the top 20 Fortune Global Companies), large enterprises and SMEs. For SMEs Alberto worked both for the entrepreneur / management and for corporate banks / investment funds. During his career Alberto has led nearly 100 projects in 7 European countries, in the US and Argentina; he has travelled to 20 countries in 4 continents for business trips and has worked with over 500 managers. His experience is rooted in industrial manufacturing and service sectors such as automotive, transportation, aerospace & defence, production equipment, oil & gas, and ICT. He focuses on business development, direct cost optimization, and implementation of strategic and structural change projects. Through his experiences Alberto has developed his own credo which is based on profound intellectual honesty, as described by the British philosopher Thomas Hobbes in his book Leviathan "Counselors to the sovereign must be worthy of their position; their knowledge, abilities, and experience must be adequate to the advice they give. Furthermore, the motivations and goals of a counselor must be the same as those of the sovereign or discord will ensue. The best kinds of governments are those administered by sovereigns privy to the advice of counselors".* Finally, Alberto is a strong believer of the strategic importance of people as enterprise asset and has interviewed over 300 candidates, mainly from the top US and European MBA schools. *Note: Thomas Hobbes - Leviathan, Book II, Chapter 25 "Of Counsell" 5

7 Industry competency is the key added value of demonte & Network s proposition Industry Aerospace & Defence Automotive House interiors and exteriors ICT Industrial equipment and components Oil & gas Transportation and Logistics Segments Aircraft OEMs and suppliers; MRO; Defense Electronics OEMs; First and second tier suppliers; Distributors; Dealers; Technology providers; Car-related service companies; Online retailers; Car financing, leasing and long term rentals Wooden floor manufacturers; Large specialized home decoration retailers; Cooking appliances IT Service Providers; Infrastructure service providers Food & Beverage, Tobacco and Pharma packaging equipment manufacturer; High tech discrete component manufacturers and suppliers for A&D, rail, automotive, industrial equipment manufacturers Offshore shipbuilding; offshore component manufacturers; Oil & gas EPC Freight and logistics companies; passenger rail; car rentals; highways 6

8 References in Aerospace & Defense Year Client Description Defense electronics supplier Business strategy planning, detailing and implementation + Organizational redesign 2014 Medium Range Aircraft OEM 2013 Aerospace & Defense group 2010 Commercial aircraft MRO service provider Detailed assessment of the aftermarket services offering and price benchmarking, strategic recommendations on the business relationship between OEM and Aftermarket BUs Assessment of the strategic implications from the possible sector consolidation through M&A, evaluation of M&A options for the client on the basis of product portfolio synergy, stakeholder analysis and value creation New governance and industrial control model Business plan definition Note: All projects directly led by Alberto de Monte 7

9 References in Automotive Year Client Description 2016 Car insurance company Strategic implications of the introduction of the e-call in EU and approach to vehicle manufacturers 2015 Online retailer Vendor management and business planning 2014 First tier supplier Supply chain redesign 2013 Trailer manufacturer Independent business review and restructuring plan 2013 Independent aftermarket distributor 2012 OEM Dealer training program Buy-side commercial due diligence (multiple assignments) 2011 First tier supplier Product simplification and cost reduction Before 2011 OEMs JV creation program management Part supply chain redesign Telematics strategy JV Post-merger integration First and second tier suppliers Buy-side commercial due diligence (multiple assignments) Note: All projects directly led by Alberto de Monte 8

10 References in House Interiors & Exteriors Year Client Description 2014 Furniture and Décor retailer Buy-side commercial due diligence for an international retailer of home decorations 2013 Wooden floor manufacturer Independent business review and restructuring plan for a leading premium wooden floor manufacturer 2012 Cooking appliances manufacturer 2011 Curtain wall manufacturer Independent business review and restructuring plan for a manufacturer of stand-alone and build-in cooking appliances Buy-side due diligence for a world leading curtain wall manufacturer Note: All projects directly led by Alberto de Monte 9

11 References in ICT Year Client Description ICT service provider Business strategy planning, detailing and implementation + Organizational redesign 2014 Infrastructure network service provider 2011 and earlier Design of an operations improvement program, cost efficiency lever definition, and program management of the implementation IT service providers Buy-side commercial due diligence (multiple assignments) IT outsourcing deal assessment and negotiation (multiple assignments) Independent business review In-house service provider efficiency program Note: All projects directly led by Alberto de Monte 10

12 References in Industrial Equipment and Components Year Client Description 2014 Leading manufacturer of packaging equipment 2014 Manufacturer of linear motion systems and actuators 2013 Rail sleeper manufacturer 2011 Titanium component manufacturer Operations and commercial improvement program for a newly acquired US company Buy-side commercial due diligence Independent business review and restructuring plan for a leading premium wooden floor manufacturer Assessment of economic and technical viability as potential supplier of high tech titanium components to an aircraft manufacturer Note: All projects directly led by Alberto de Monte 11

13 References in Oil & Gas Year Client Description 2015 European shipbuilding company 2014 Aluminium processing equipment EPC 2013 Korean shipbuilding company Deep Sea Mining business assessment, including a comparison with the Offshore Oil & Gas sector Assessment of the Oil & Gas EPC market and entry opportunities, including the Offshore Oil & Gas EPC sector DMHI Strategic Transformation: definition of the strategic options for the transformation of a shipyard in Romania with focus on the opportunities in the Offshore Oil & Gas sector 2012 Holding company Independent business review of the business plan for the acquisition of an Offshore shipbuilding company by the shipbuilding company fully owned by the client 2011 Holding company Independent business review of a shipbuilding company s industrial plan and strategic recommendations for the definition of the new industrial plan, including market entry in the offshore oil & gas sector 2011 European shipbuilding company Detailed business plan for the new Offshore BU Note: All projects directly led by Alberto de Monte 12

14 References in Transportation and Logistics Year Client Description 2014 Transport and Logistics service provider 2012 European short term rental company Assessment of the German market for automotive logistics and identification of potential acquisition targets Definition of a performance improvement plan Definition of a sales effectiveness plan 2011 and earlier Highway concession agency Consortium of highway construction and operating companies Rail passenger companies Rolling stock leasing company Assessment of the technical requirements for the introduction of the highway tolling system Independent assessment on the operational risk and cost to comply with the client requirements and SLAs and of the potential impact on the bid price Definition and assessment of innovative services Definition and business plan of new high speed international offer Revenue growth plan Note: All projects directly led by Alberto de Monte 13

15 dem&n s three service areas: business development, direct costs, implementation of structural change Business Development Direct Costs Implementation Organic business growth requires reliable business plans and consistent resource allocation plans that reflect the true potential of incremental revenues and margins. Too often, business plans are overly optimistic because they tend to justify personal rather than company goals. We offer a "reality check" of the business development initiatives' potential and of their prioritization. We do it through cross-checking market demand vs. internal estimates. Our support helps assess objectively if the business plan targets are bold but realistic and achievable with the assigned resources. Direct cost reduction is built on lasting improvement initiatives that optimize production and supply chain. This includes inventory reduction, with positive effect on working capital. Our approach is based on activity value analysis that defines a transformation plan with initiatives leading to short and medium term results. We believe that the human capital has an intrinsic value which can be enhanced through increase of competencies and productivity. Headcount reduction should be the last resort and often hides management failure. The implementation of strategic and structural change projects should be led by talented internal people who can seize the opportunity of an accelerated career growth. We assist the internal people through a program management support role to help anticipate issues, identify solutions, communicate effectively, and persuade key resources that are instrumental for the success of the change initiatives. Because we can act with more freedom than the internal people, we can be more effective in capturing signals from / conveying key messages to the organization. 14

16 In all sectors where dm&n has a proven expertise, it can assist on the following assignments (1/2) Commercial Due Diligence Operational Due Diligence Financing Due Diligence Due diligence of market drivers and trends Analysis of competitors and competitive forces Analysis of target's positioning and top line business plan Top-line opportunities and performance improvement potential Achievability of key operational and CAPEX assumptions Benchmarking of KPIs and working capital Validation of material cost and margin assumptions Due diligence to evaluate financing capabilities of target company and securing refinancing Corporate strategy and business plan to ensure capital market readiness and financeability 15

17 In all sectors where dm&n has a proven expertise, it can assist on the following assignments (2/2) Pre / Post Merger Integration Performance Improvement Growth Strategy Synergy assessment Improvement and integration actions Integration planning Project management and monitoring Strategic (re-) alignment and target setting Set-up of integrated business plan backed by measures / actions Sales improvement Process reorganization/ Cost improvement Production optimization / outsourcing / sourcing Working capital improvement Analysis of customers and growth markets Analysis of organic growth opportunities Screening of add-onacquisitions 16