Client Case Studies
CASE STUDIES
CASE STUDIES
CASE STUDIES
The Client
Our client is a next-generation global technology solutions company. The company was founded in 2000 with the goal of assisting companies to expedite their digital and technological transformation processes. They use a technology-agnostic approach to help it’s clients thrive in technology-led transformation with a particular emphasis on the automotive sector. They have delivered best-in-class solutions to more than 430+ customers in 44+ global locations across all continents. Our client has a corporate Head Office in the Middle East and many regional offices and manufacturing plants across Europe, The Americas and Asia.
The Client
Our client is a next-generation global technology solutions company. The company was founded in 2000 with the goal of assisting companies to expedite their digital and technological transformation processes. They use a technology-agnostic approach to help it’s clients thrive in technology-led transformation with a particular emphasis on the automotive sector. They have delivered best-in-class solutions to more than 430+ customers in 44+ global locations across all continents. Our client has a corporate Head Office in the Middle East and many regional offices and manufacturing plants across Europe, The Americas and Asia.
The Client
Our client is a next-generation global technology solutions company. The company was founded in 2000 with the goal of assisting companies to expedite their digital and technological transformation processes. They use a technology-agnostic approach to help it’s clients thrive in technology-led transformation with a particular emphasis on the automotive sector. They have delivered best-in-class solutions to more than 430+ customers in 44+ global locations across all continents. Our client has a corporate Head Office in the Middle East and many regional offices and manufacturing plants across Europe, The Americas and Asia.
The Client
Our client is a next-generation global technology solutions company. The company was founded in 2000 with the goal of assisting companies to expedite their digital and technological transformation processes. They use a technology-agnostic approach to help it’s clients thrive in technology-led transformation with a particular emphasis on the automotive sector. They have delivered best-in-class solutions to more than 430+ customers in 44+ global locations across all continents. Our client has a corporate Head Office in the Middle East and many regional offices and manufacturing plants across Europe, The Americas and Asia.
The Brief
Our client had already engaged the services of Ernst & Young to come and conduct an eight week ‘Discovery’ exercise regarding the feasibility of and cost / benefit of establishing a Global Business Services (GBS) in Europe. Our client has a corporate Head Office in the Middle East and many regional offices and manufacturing plants across Europe, The Americas and Asia. Our brief was to work with the client and its external partners to establish the initial management / team structure of the GBS, covering Finance, Supply Chain, HR, Procurement, PMO and Change / Comms. This would ultimately lead to the closing of several sites globally and a reduction in headcount from circa 800 down to 140.
The Brief
Our client had already engaged the services of Ernst & Young to come and conduct an eight week ‘Discovery’ exercise regarding the feasibility of and cost / benefit of establishing a Global Business Services (GBS) in Europe. Our client has a corporate Head Office in the Middle East and many regional offices and manufacturing plants across Europe, The Americas and Asia. Our brief was to work with the client and its external partners to establish the initial management / team structure of the GBS, covering Finance, Supply Chain, HR, Procurement, PMO and Change / Comms. This would ultimately lead to the closing of several sites globally and a reduction in headcount from circa 800 down to 140.
The Brief
Our client had already engaged the services of Ernst & Young to come and conduct an eight week ‘Discovery’ exercise regarding the feasibility of and cost / benefit of establishing a Global Business Services (GBS) in Europe. Our client has a corporate Head Office in the Middle East and many regional offices and manufacturing plants across Europe, The Americas and Asia. Our brief was to work with the client and its external partners to establish the initial management / team structure of the GBS, covering Finance, Supply Chain, HR, Procurement, PMO and Change / Comms. This would ultimately lead to the closing of several sites globally and a reduction in headcount from circa 800 down to 140.
The Brief
Our client had already engaged the services of Ernst & Young to come and conduct an eight week ‘Discovery’ exercise regarding the feasibility of and cost / benefit of establishing a Global Business Services (GBS) in Europe. Our client has a corporate Head Office in the Middle East and many regional offices and manufacturing plants across Europe, The Americas and Asia. Our brief was to work with the client and its external partners to establish the initial management / team structure of the GBS, covering Finance, Supply Chain, HR, Procurement, PMO and Change / Comms. This would ultimately lead to the closing of several sites globally and a reduction in headcount from circa 800 down to 140.
The Solution
Over a period of 4-5 weeks, with constant communication and many discussions with the client and the candidates we were talking to, we agreed upon an initial organisation chart for the GBS focussing on the management positions. We agreed that we would focus on four key hires for the client to start with – Transformation Lead, Transition Lead, Change / Comms Lead and Head of PMO. The Transformation Lead would essentially be the person to liaise directly with the client and EY and assuming overall responsibility for the set up of the GBS. We shortlisted two profiles for each role and arranged Teams interviews. We also presented rate cards and deliverables under a Statement of Works. Once the four individuals were selected, we then conducted a series of briefing meetings via video conference, in order for the individuals to build a rapport and working relationship before all eventually starting with the client 7 weeks after the date of engagement.
The Solution
Over a period of 4-5 weeks, with constant communication and many discussions with the client and the candidates we were talking to, we agreed upon an initial organisation chart for the GBS focussing on the management positions. We agreed that we would focus on four key hires for the client to start with – Transformation Lead, Transition Lead, Change / Comms Lead and Head of PMO. The Transformation Lead would essentially be the person to liaise directly with the client and EY and assuming overall responsibility for the set up of the GBS. We shortlisted two profiles for each role and arranged Teams interviews. We also presented rate cards and deliverables under a Statement of Works. Once the four individuals were selected, we then conducted a series of briefing meetings via video conference, in order for the individuals to build a rapport and working relationship before all eventually starting with the client 7 weeks after the date of engagement.
The Solution
Over a period of 4-5 weeks, with constant communication and many discussions with the client and the candidates we were talking to, we agreed upon an initial organisation chart for the GBS focussing on the management positions. We agreed that we would focus on four key hires for the client to start with – Transformation Lead, Transition Lead, Change / Comms Lead and Head of PMO. The Transformation Lead would essentially be the person to liaise directly with the client and EY and assuming overall responsibility for the set up of the GBS. We shortlisted two profiles for each role and arranged Teams interviews. We also presented rate cards and deliverables under a Statement of Works. Once the four individuals were selected, we then conducted a series of briefing meetings via video conference, in order for the individuals to build a rapport and working relationship before all eventually starting with the client 7 weeks after the date of engagement.
The Solution
Over a period of 4-5 weeks, with constant communication and many discussions with the client and the candidates we were talking to, we agreed upon an initial organisation chart for the GBS focussing on the management positions. We agreed that we would focus on four key hires for the client to start with – Transformation Lead, Transition Lead, Change / Comms Lead and Head of PMO. The Transformation Lead would essentially be the person to liaise directly with the client and EY and assuming overall responsibility for the set up of the GBS. We shortlisted two profiles for each role and arranged Teams interviews. We also presented rate cards and deliverables under a Statement of Works. Once the four individuals were selected, we then conducted a series of briefing meetings via video conference, in order for the individuals to build a rapport and working relationship before all eventually starting with the client 7 weeks after the date of engagement.
