Performance Improvement
Our track record speaks volumes for what we do so please take a look at our past assignments.
Our team includes experts in:-
- Portfolio management
- Project management
- Investment management
- Pre-acquisition due diligence (IT, process and people)
- Post acquisition integration (integration office and transition management)
- Strategic planning
- Corporate finance
- Process design
- Organisational design
Whether you want to improve the performance of a single strategic investment or an entire portfolio; to direct and support business integration; or restructure your whole business, we have the methods – and people - to do the job.
No assignment is too big (or small), too complex or too scary. If it can be done – and we’ll tell you honestly if we think it can't!- we’ll do it.
Past assignments
Here are some 5 line case studies. If you’d like more in-depth information please download the full PDF case history where available.
DHL Europe and Africa Data Centre Consolidation – consolidation of 23 data centres across Europe into twin sites in the UK within 12 months. End to end business case, design and implementation including all Works Council and redundancy strategies
Outcome: €40m per annum cost saving
Re-launch of SN Brussels Airlines – Restructuring and launch of SN Brussels Airlines post-Sabena bankruptcy. IT Transformation and outsourcing, Design and Implementation of Portfolio management group, Project Management of Privilege Frequent Flyer programme, definition of business strategy, negotiation of key code share agreements.
Outcome: €15m savings / benefits in year one of portfolio management. Profitable airline 4 years out of 5 (in an airline that had rarely made a profit before)
British West Indies Airlines (BWIA) – closure and restart of BWIA as Caribbean Airlines. Full business planning and process / organisational redesign.
Outcome: Saved national airline albeit in a different form. Business structured for profitability and service (hard results to come: airline launches in January 2007).
Dade Behring – Catalise was hired to help Dade Behring project manage its entry to the Indian market, following the acquisition of an established distributor there. Catalise evaluated a very complex market and established an entry plan that overcame the administrative challenges.
Outcome: the launch of Dade Behring Diagnostics Private Limited on the 22nd December 2005. The business is now set for dynamic growth in the rapidly evolving Indian market place.
Major energy company – Assessment and subsequent development of the company’s project management standards and methods, including the delivery of workshops and training programmes across the organisation.
Outcome: Successful introduction of standard corporate tools, philosophies, language, systems and methods for project and portfolio management.
Leading clinical technology group – Support for the acquisition of a US company and its subsequent integration into the group, including the management of launch activities, creation and promotion of a shared vision, development of organisational structure and job allocation processes, and establishment of an integration office to run the programme.
Outcome: Client quote: “I have been involved in many mergers in the US and this was the most professional that I have seen from day one”.
DHL Denmark – Stabilising and completing a pilot European SAP implementation programme in Denmark, with the focus on aligning business processes with a new ERP system. Creation of a finance shared service for 3 subsidiaries.
Outcome: A working ERP system was implemented and the pilot project completed, allowing roll out to continue across Europe.
Global Logistics company – Managing the transition of customer information, EDI systems and financial systems from a newly acquired international company to the group’s operational systems.
Outcome: Initial milestones achieved and subsequent projects running to plan.
