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01
Manufacturing costs too high to win projects
Industry:
Communications R&D and manufacturing
Problem: Falling sales of legacy technology left the manufacturing unit inefficient: higher cost per unit and lost projects.
Challenges: Union resistance, outdated processes, and know-how held by a small group of long-serving staff.
What we did: Outsourced manufacturing in Israel and abroad, moved production staff to the contractors, and restructured the unit.
Results: Lower cost per unit · lower fixed costs · higher project win rate · better overall profit.
02
Service revenue declining and unpredictable
Industry: Communications integration and service provider
Problem: Declining sales of service agreements and unpredictable revenue hurt profitability.
Challenges: Cutting costs without harming service level or brand, and union resistance.
What we did: Acquired and merged competitors with high synergy.
Results: Service revenue up substantially · limited headcount growth · wider portfolio · higher profitability.
03
Cash-flow distress, shareholders ready to sell
Industry: Communications integration and service provider
Problem: Repeated layoffs and management changes, weak debt collection and a cash-flow deficit.
Challenges: A finance department falling apart, a management team not working together, and aged inventory.
What we did: Set up a cross-department crisis team, stepped up collections, fixed workflows, moved aged inventory, and introduced KPIs (key performance indicators).
Results: Debt down · collections up · inventory down · shareholders kept the company.
04
1,850-person ex-state operator losing money
Industry: Africa · railways concession
Problem: An inefficient operating contractor and a reverse merger left a disorganized company of over 1,850 employees.
Challenges: An ex-government culture, strong unions, government pressure to keep jobs, and unique staff expertise.
What we did: A strategic plan with training and role consolidation, an agreed reduction plan, new infrastructure projects, and a self-employment program for retirees that kept their expertise as a variable cost.
Results: Payroll fixed cost down 50% (to 850 employees over three years) · losses to profit · dividends tripled.
05
Revenue down 75% when copper mines scaled back
Industry: Africa · railways concession
Problem: Revenue fell 75% as the main clients, copper mines, cut operations after commodity prices dropped.
Challenges: Dependence on a few large mining clients; any change needed long-term planning, infrastructure investment and inventory changes.
What we did: Closed a deal with the fuel supplier (BP): a dedicated tanker fleet in exchange for significant fuel discounts, plus new revenue from transporting its fuel.
Results: Millions of US dollars in new revenue · cost savings · cash flow balanced until commodities recovered.
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