Client Type
Situation
Solution
DSG professionals partnered with the client’s finance and operations leaders to develop a detailed bottoms up and tops down cost reduction model. As apart of the cost reduction study, the activities of the independent drivers needed to be assessed and quantified. Further, the ‘trip ribbon’ revenue process was to be streamlined.
Conducted comprehensive level 6 (desk procedure) process reengineering activities. These activities necessitated reviewing all finance employee cross-functional activities across the US and Europe. All company processes were analyzed and improvement blue prints were created with zero-based method.
A PE owned fine arts university board required visibility on key metrics that signaled performance standards on starts, drops and persistence for 3 institutions; economic and regulatory issues were impacting profitability after many years of healthy returns. Data fragmentation and hygiene were key issues. Consolidated dashboards were required in order to make capital and operating decisions.
Inventoried all data sources pertinent to over 30 measures and metrics and coached executives and data managers to develop more automated processes. Developed training methodologies for more effective extract, transfer, load (ETL) protocols to meet monthly deadlines. Completed full review and transition of over 20 spreadsheets from users to IT applications management team handling the dashboard operationalization.
A niche PE owned defense contractor with global operations wanted to improve its sales effectiveness, post-award and its transition process. These improvements would, improve billing and collections for each of its contract wins from government agencies. The DaysSales Outstanding (DSO) was higher than benchmark and working capital impacted negatively.
For the working capital and sales close process, we created a single digital platform overlay to manage the full lifecycle of proposals and pursuits. Developed a highly competitive and unique sales close and transition platform for the defense contractor industry.Utilizing agile methods, we standardized the transition process to improve accountability while reducing inefficiencies and improving capture accuracy.
Client type: Limousine Company
Situation
DSG professionals partnered with the client’s finance and operations leaders to develop a detailed bottoms up and tops down cost reduction model. As apart of the cost reduction study, the activities of the independent drivers needed to be assessed and quantified. Further, the ‘trip ribbon’ revenue process was to be streamlined.
Solution
Conducted comprehensive level 6 (desk procedure) process reengineering activities. These activities necessitated reviewing all finance employee cross-functional activities across the US and Europe. All company processes were analyzed and improvement blue prints were created with zero-based method.
Client Type: Fine Arts University
Situation
A PE owned fine arts university board required visibility on key metrics that signaled performance standards on starts, drops and persistence for 3 institutions; economic and regulatory issues were impacting profitability after many years of healthy returns. Data fragmentation and hygiene were key issues. Consolidated dashboards were required in order to make capital and operating decisions.
Solution
Inventoried all data sources pertinent to over 30 measures and metrics and coached executives and data managers to develop more automated processes. Developed training methodologies for more effective extract, transfer, load (ETL) protocols to meet monthly deadlines. Completed full review and transition of over 20 spreadsheets from users to IT applications management team handling the dashboard operationalization.
Client Type: Defense Contractor
Situation
A niche PE owned defense contractor with global operations wanted to improve its sales effectiveness, post-award and its transition process. These improvements would, improve billing and collections for each of its contract wins from government agencies. The DaysSales Outstanding (DSO) was higher than benchmark and working capital impacted negatively.
Solution
For the working capital and sales close process, we created a single digital platform overlay to manage the full lifecycle of proposals and pursuits. Developed a highly competitive and unique sales close and transition platform for the defense contractor industry.Utilizing agile methods, we standardized the transition process to improve accountability while reducing inefficiencies and improving capture accuracy.
