Our Experience

Utilising transactional data analytics, we undertook a diagnostic review and process mapped the working capital cycle of an ASX listed steel manufacturer that had operations domestically and throughout Asia. We identified over $7 million in opportunities to release cash across the different regions, with a specific focus on inventory, as well as some enhancements to governance and reporting practices. Our review also considered the existing working capital facilities that included debtor and trade finance facilities.

Provided strategic implementation services to EnergyAustralia as part of a major transformation program. We advised on key performance improvement strategies and drove action plan implementation across several key workstreams. Additionally we developed and implemented standard models to quantify the costs and benefits of many initiatives and assisted the Transformation Office develop and deliver regular reporting on the portfolio of initiatives to the Steering Committee and Board.

We assisted the senior management team of a large family owned civil engineering business with a detailed review of its transport and logistics division. Our review and resulting recommendations covered financial performance and related KPIs, as well as operational efficiency, compliance and governance.

Worked with the CEO and senior management of a large private food and beverage company to set the medium to long-term business strategy. We facilitated the Argenti process to conduct SWOT and strategy workshops, identifying the strategic 'elephants' facing the business. We also assisted with the development and assessment of strategic initiatives in the context of the business' objectives and earnings targets.

Assisted the Board of a large New Zealand print and media business with a review of its strategic options. Our review included valuing the business units on a standalone and group basis. During our review, we identified a number of operational improvement opportunities, and were subsequently engaged to assist with implementing these.

Our client, a healthcare services business, had grown through acquisition and current systems failed to provide management with insights into profitability. We extracted and linked data across key business systems providing analysis and visualisation by location, division and employee which supported management in determining which business areas to invest in and which to exit.

Assisted the CFO at a mid-market IT business with resourcing needs by seconding an experienced Senior Manager into the role of Interim Financial Controller. The expertise that we have brought to the role has also translated into the facilitation of coaching and training sessions for the broader Finance team.

We worked closely with Medibank as it prepared for Initial Public Offering (IPO). Our work included assisting management develop and implement a strategy to restructure an underperforming business unit to eliminate significant costs prior to Medibank’s IPO.

Our client acquired a company that owned and operated a mine in Africa. We conducted an in-country bribery and corruption risk assessment. We identified a number of potentially corrupt payments to government personnel and entities that occurred prior to the acquisition and undertook extensive detailed inquiries to identify issues and provide information to the Serious Fraud Office.

Worked with a privately-owned transport and logistics business to determine the reasons for its 'flat' cash flow, despite recent sales and earnings growth. We facilitated staff workshops to assess key responsibilities, analysed recent working capital performance and metrics, reviewed cash forecasting and reporting practices. Our approach identified a cash 'release' of approximately $4 million.

Assisted the senior management of a large listed fashion retailing and wholesaling business with a financial modelling exercise, considering several scenarios for potential restructure, wind-down and sale of two main trading divisions and related brands. Our work involved extensive forecasting to help articulate the impact of these scenarios on the business and its cash flow over the longer term.

After selling Pacific T&R’s part-completed terpene and rosin extraction plant in New Zealand, we were engaged by the purchaser to project manage completion of the build. We identified and remedied a number of quality issues, secured the release of contractor retentions to the principal, and successfully completed a build that had run considerably over time and budget.

Assisted the finance function of Fletcher Building as it undertook a large corporate streamlining project across its Australian and NZ operations. Our role required regular interaction with senior finance staff and close management of the project plan implementation to ensure planned savings were achieved on time. This resulted in the removal of over 40 entities from the Group structure.