Lugano
Rdf
Swiss
Strategic Advisory Boutique specialized in business transformation, value creation and post-merger integration.
We help optimize processes, reduce costs and accelerate growth in complex and highly regulated industries.
Our focused approach ensures strategic solutions tailored to specific business needs particularly but not only in the following sectors
Life Sciences.
Direct experience in “regulated” businesses
Industrial.
Consolidated knowledge in the B2B field with a focus on “cost to serve”
Manufacturing.
WorldClass’s long-standing experience for “best in quality & cost”
Focus Areas
1.
Optimizing Results and Creating Value
We analyze and reinvent the company's operating models, always with an "outside in" approach starting from the customer to improve the value.
2.
Strategic
Transformation
We lead a strategic transformation process through four key tools: operational footprint redesign, turnaround & restructuring, cost base transformation and tech-led business transformation.
3.
M & A
Integration
We proactively manage the business portfolio and the operational footprint to avoid losing value, creating value from M&A and post-merger integration.
Focus area 1.
Optimizing Results
and Creating Value
We continue to build the company’s “full potential plan” up to the execution and
review of its essential operational plans, intervening on all the value drivers.
Sviluppo Business.
Technology and creativity allow not only to improve existing business, but also to think and introduce new revenue models. Large organizations must improve existing businesses by keeping the customer at the center but also create new ones by
competing with new entrants that follow non-replicable models.
Strategy and Operational Excellence.
In a rapidly changing industrial world, we assist our clients in translating business strategy into operational strategy to support business plans by optimizing costs, optimizing footprint and processes with the founding lever of «AI-utoma-tization (AI, Automation, Digitalization).
Re-Design della Value Chain.
In the perspective of World Class Supply, we review and redefine the Make or Buy
strategies and intervene directly on Supply Management to maximize quality, Service
and “total cost”
Focus Area 2.
Strategic Transformation
Re-Design of the Operational Footprint.
We continue to identify and implement a “best-in-class” footprint by answering 4 simple questions (what-when-where-how) defining the “make or buy” strategy, production geographies, procurement and distribution policies, optimizing operational processes in a World Class Manufacturing logic.
Relaunch and Reorganization.
When the need is for a fast and focused intervention, we coordinate actions to reverse critical financial situations by optimizing costs and cash by intervening on the inefficiencies of the company’s “back-end”, never forgetting to frame them within the scope of the defined strategic plan.
Structural transformation of costs.
Through a holistic approach on the company cost base, we intervene to redesign an efficient and effective cost base by creating a “lean&fast” culture that contributes to accelerating performance and margins by guiding the reinvestment of resources in future growth. A direct and widespread knowledge of the sectors in which we operate, we develop the above always in a customized and industry-specific way.
Focus Area 3.
M&A Integration
Due Diligence
We help deepen the due diligence processes on the operations of target companies so as to minimize the greatest risk for buyers, namely the incomplete and imprecise information.
Post Merger Integration
Post merger integration is not a day-by-day activity, but requires a specific focus with
allocated resources. With direct experience acquired over the years, we support
organizations in this process to maximize Value in the 3 fundamental dimensions:
1. accelerate synergies;
2. transform best practices into “(new) company processes”
3. build the organization and the new corporate culture;
Set-Capture-Build Approach
Phase 0
Set and Define
Define the scope of intervention and quantitative targets
Define integration plan as a program with dedicated resources
Define workstreams and related work teams
Phase 1
Capture the Value
Aggressively pursue the realization of synergies
Maintain day-to-day management without impacts from the integration plan
Periodic review of the plan with Go-No Go approach on activities
Phase 2
Build Sustainable results
Drawing detailed roadmaps for the future Operating model
Define with a high degree of involvement the corporate culture to best manage change management with a great focus on internal and external communication
Governance
