Recent Projects
All of the work that we
undertake is confidential and we do not, therefore, release the name of the
business involved. We can, however, give brief details of the nature of the
project in order to give a flavour of the types of contract that we consider
undertaking.
Project One
We worked with a
computer software developer to put together a
Business Plan and funding proposal to chart the expansion of the business into European markets.
The product had been well received in the UK and was, in fact, being accepted
by Local Authorities to streamline their project management process.
As part of the expansion further capital was required and we successfully
brokered a package of private equity for the directors to increase their own
share capital together with an investment by a specialist venture capitalist
and increased bank support by way of long term loan. The bank also put an
overdraft facility in place to fund short-term working capital.
As a result of this project the business expanded the workforce and took
on further business premises to move the software developers away from the
office facilities and allow space for a team of telesales staff to concentrate
on making sales. In addition, a European agent was sourced to assist in the
marketing campaign to potential users of the software across the European
Union.
Project Two
In the face of increased market competition we were asked by a specialist
engineering business to redefine their product portfolio and look at potential
new products and markets. As part of the project we analysed the efficiency
and productivity of the business and identified substantial cost savings that
could be made by changing some of the old working practices that had become
engrained over time.
The substantial cost savings
that were made then allowed the business to embark on an
intensive marketing campaign into a new and potential lucrative market area
that we had identified. The new product could be produced without the need for
further capital equipment and by using the existing skills of the workforce.
As a result of this project the business has reduced production of some of
the least profitable products and is now set to grow by building a strong
market position in the new product line. All of this project was financed by
the cost savings that had been identified and indeed the debt position of the
business will substantially decrease in a short period of time by the improved
profitability that we achieved.
Project Three
This project was to resolve a problem that many businesses face without
realising the fact that they could actually have a problem - expansion of
sales without the resources to cope. The business was cash rich although the
structure of the business did not match the ever increasing turnover.
Effectively it was a medium sized business still operating under the
management of a sole trader system.
The business imported the vast majority of their products from a Greek
supplier there being no effective competition within the UK. The owner had
built an impressive dealer network and having originally established the
business as a retailer they were now operating more as a wholesaler. Despite
having a turnover that had grown by over 100% per annum for the last three
years there was no effective management system in place and stock control was
non-existent. In addition, financial controls were in the hands of the owner
and no form of internal accounting or monitoring was in place due to the cash
rich position. There was also a total lack of technology in the business.
We reviewed the entire staff position and restructured the business
with the introduction of a new General Manager and Accountant. Staff
responsibilities were also reviewed as a result of which the business created
further jobs in the main warehouse. A networked computer system was put in
place and using specialist help from a software developer a new stock control
system was introduced.
The use of space within the warehouse was also reviewed and restructured
to allow it to be used more efficiently as part of which the existing office
space was redeveloped to provide space for the new General Manager and
Accountant. An accounting software package was introduced to allow the
business to move away from the previous manual system.
As a result of this
project the owner, who had not had a day off or a holiday for some
considerable time effectively working seven days a week, was able to pass
day-to-day control to the General Manager. This then allowed him to
concentrate on what he was good at, building up the agent network even
further. Sales continue to grow strongly but the business now has the
structure and resources to cope.
Public Sector Contracts
Contract One
LSC Tyne and Wear -
Sub-contracted to undertake a project to report on the education and skills
opportunities for young engineers in the North East. Appointed as Project
Manager to co-ordinate the mapping exercise as to the existing schemes and
training that were available and provide a recommendation as to future funding
to entice young people into this vocation as a future career. This project
required substantive face-to-face interviews with a number of training and
other providers.
Contract Two
This project involved the preparation of a comprehensive report for a Local
Authority in terms of the business support activities that were being provided
by all agencies across the area. The purpose was to define the support that
was available and highlight areas that were lacking. We were appointed on a Friday and within 14 days our report,
together with full PowerPoint presentation was given to the Local Authority.
We have now been retained to undertake further work in this respect.
This report has been subsequently updated and we are
working with the Local Authority on an electronic database to inform the
public as to what enterprise and employment initiatives are being undertaken
that could benefit them.
Contract Three
Following on from the above contract
we were commissioned by the Local Authority to undertake an initial
feasibility study into the potential provision of a specialist "Skill Centre"
to provide training and education opportunities for the region. This is a
long-term project which is still ongoing.
Contract Four
Durham City Council – worked
on developing a strategic business planning framework and comprehensive
guidance notes that could be used as a template in the future to meet the
requirements of the Audit Commission,. As part of this process I ran workshops
on analysis techniques and gave guidance on setting strategic objectives and
the formulation of action plans to meet both Best Value and Comprehensive
Performance Assessment. I also formulated specific Business Plans for the
Internal Audit and Leisure Services Sections and provided recommendations on
the Management Information Systems and the Quality Initiatives that could
assist the Council to improve their strategic planning.
Contract
Five
LSC Tees Valley – Lead
Consultant in a Quality Improvement Programme with the main objective being to
improve performance and efficiency in the programmes offered by Training
Providers. This involved advice and guidance on
strategic planning, development of quality systems, financial management and
budget preparation together with staff performance appraisal systems.
Contract Six
Northumberland County Council - currently
contracted as a specialist Anti-Fraud Auditor with
responsibility for increasing corporate fraud awareness and reviewing
prevention and detection methods. The role also includes liaison with
appropriate prosecuting authorities including Northumbria Police and the Crown
Prosecution Service together with the six District or Borough Councils within
Northumberland. I am also responsible for advising staff on personal fraud
awareness to reduce identity fraud and also investigating any financial
irregularities within the Council.
Contract Seven
One North East - appointed under subcontract
to act as Lead Consultant to provide training and consultancy services to
the new Durham, Teesside, Northumberland and Tyne and Wear Area Tourism
Partnerships under an initial induction programme. This involved specific
advice on Directors responsibilities, Business and Marketing planning and
strategic analysis of the Area Tourism Management Action Plans.
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