Business case
Our client had pursued an external growth strategy and acquired several new entities specialised in facilities management. Each entity had different activities and procedures, which led to a lack of transparency and fluidity in the flow of information to top management and the main shareholder.
During the engagement, we clarified the expectations and roles of each member within the organisation. We gathered all existing procedures from key stakeholders of the financial department for each subsidiary to understand the bottlenecks and to formulate recommendations, as well as an accurate action plan in the short and medium term (including director job creation, internal promotions, deployment of digital tools, etc.).
We were engaged to (i) propose a target organisation and (ii) conduct a review of the existing processes, tools and people, including interviews with major stakeholders.