A retail property office management company needed to reduce operating expenditure across two recently merged businesses - ahead of a PE transaction.
A retail property office management company needed to reduce operating expenditure across two recently merged businesses with approximately 80 operational offices, ahead of a private equity discussion where operational performance would be a key value driver.
The business had not yet fully integrated the two entities at an operational level. Processes, systems, and management structures were fragmented, and there was no clear view of where cost was being lost or where improvement was viable.
Leadership of a full 12-week diagnostic was provided across all business functions and key customer journeys. Approximately 60 stakeholder and staff interviews were conducted, aligned with mapping of key end-to-end journeys - highlighting failure points across the operating model.
Data analysis was used to quantify and validate each opportunity. Clear governance, ownership, and accountability were established for the outcomes of the diagnostic and the post-engagement delivery.
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A merged retail property business preparing for a PE transaction. The two legacy operating models had not been integrated, costs were not transparent across the combined entity, and the operating model would not stand up to PE due diligence.
Diagnostic across Lead-to-Cash, Procure-to-Pay, and Record-to-Report. Identified specific operating cost reduction opportunities by process and by site. Built the operating model evidence pack that the PE transaction required.
£26m+ in annual operating cost reduction identified and substantiated. Continuous improvement framework with £7.5m of run-rate impact baselined. Evidence pack delivered that supported the PE transaction at target valuation.
Approximately twelve weeks from engagement to substantiated findings. The structure was a 60-day Company-Wide Diagnostic followed by a focused implementation phase on the highest-value workstreams.
Treating cost transparency as the prerequisite to cost reduction. Until the combined entity had a unified view of cost by process and by site, every reduction conversation was political. Once the data was clean, decisions were rapid.