Example Projects:
01
Communication R&D and manufacturing company
Objective:
Improve manufacturing business center efficiency
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Problem:
Decreased sales of legacy technology led to inefficiency in the manufacturing business center.
Increased production costs per unit and loss of projects affecting revenue.
Challenges:
Resistance from employee unions, outdated manufacturing processes, and knowledge concentration among a small group of aging staff.
Solution:
Outsourced manufacturing process (in Israel and abroad), recruited employees from the production line to the contractors and restructured the manufacturing business center.
Results:
Expanded product variety with lower costs per unit, significantly reduced fixed costs, improved win rate for new projects, and improve overall profit.
02
Communication Integration and Service Provider
Objective:
Enhance service business center efficiency
Problem:
Declining sales of service agreements and unpredictable revenue impacting profitability.
Challenges:
Difficulty reducing costs without compromising service level, brand reputation, and employee union resistance.
Solution:
Acquired and merged competitors with high synergy rates.
Results:
Substantial increase in service agreement revenue, limited staff increase, expanded service portfolio, heightened brand awareness, and increased profitability.
03
Communication Integration and Service Provider
Objective:
Address cash flow distress
Problem:
Frequent staff reduction, management changes, inefficient debt collection creating cash flow deficit, and shareholders wishing to sell the company.
Challenges:
The finance department is falling apart, management team collaboration is not working, and high-aged inventory.
Solution:
Established a multi-department crisis management team, increased collection efforts, improved workflow and processes, promoted aged inventory, and implemented key performance indicators (KPIs) and measured progress.
Results:
By effectively resolving client support and installation issues, the company witnessed notable improvements in client satisfaction, increased collections, reduced inventory, decreased company debt, and influenced shareholders to retain ownership rather than sell.
04
Africa Based Railways Concessionaire
Objective:
Restructure the organizational structure
Problem:
A railway concessioner encountered difficulties arising from
an inefficient operational contractor, which were further compounded by a reverse merger. This led to the formation of a disorganized and inadequately managed company with a significant workforce of over 1,850 employees.
Challenges:
The prevailing mentality within the ex-Government-owned company, coupled with assertive employee unions and the government's emphasis on expanding employment, together with unique employee expertise.
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Solution:
Developed a strategic plan, including training and position consolidation, agreed upon an employee reduction plan, generated infrastructure projects for business expansion, and created a self-employment program for retired staff (which maintains expertise as variable costs).
Results:
Reduced fixed cost for payrolls by 50% (to 850 employees over three years), improved operational flexibility and business acceptability by investment in infrastructure resulting in new business opportunities and transformed losses into profits with a three-fold increase in dividend payments.
05
Africa Based Railways Concessionaire
Objective:
Address revenue crisis
Problem:
75% reduction in revenue due to major clients (copper mines) scaling down operations in response to plummeting commodity prices.
Challenges:
Dependency on a few large clients in the mining industry,
a change requiring long-term planning, infrastructure investment, and inventory changes.
Solution:
Collaborated with the fuel supplier (BP), provided them with
a dedicated fleet of tankers in exchange for significant fuel discounts, and generated new revenue by transporting their fuel.
Results:
Achieved cost savings in company operations, generated millions of US dollars in new revenue and achieved a balanced cash flow until the commodities industry recovered.