Selected Case Studies*

MERGER INTEGRATION, ERP, AND SHARED SERVICES

  • A global pharmaceutical services company had grown rapidly via acquisition. Although integration had occurred for several key operational processes, the company was using 5 different accounting systems, maintained 5 different accounting organizations, and had no consistency in its finance and accounting processes. This led to process inefficiencies and a prolonged period-end closing process.

> Consolidated all systems into a new accounting package and instituted a finance shared service center that created process efficiencies, reduced costs, and improved service levels to the business. The project required a substantial amount of organizational change management work to generate collaboration across all of the acquired companies as well as between finance and the business.


MERGER INTEGRATION

  • A private equity firm acquired two manufacturing companies and combined common segments of each to form two new companies. The complexity of the transaction and disparate systems in use created significant financial and management reporting challenges.

> Directed integration of the reporting functions including organization, processes, and tools to provide simplicity and to support decision-making.


MERGER INTEGRATION AND SHARED SERVICES

  • A global travel and leisure company consisted of 3 well-known brands that had been acquired and were operating autonomously. Created a business case, conceptual design, and project plan to consolidate 3 distinct instances of an ERP system and justify implementation of a global shared services model. Presented recommendations to the global CFO team and project was subsequently approved and successfully implemented.


MERGER INTEGRATION AND ERP

  • A trucking company made an acquisition while we were assisting them with a an ERP implementation. The acquired company was operating under a short transaction service agreement (TSA) that created some urgency in getting them converted to our clients' new systems.

> Quickly developed a plan to get them transitioned to the new system and were able to effectively consolidate the companies' accounting organizations while also ensuring consistency across business processes.


SG&A IMPROVEMENT

  • A manufacturing company had committed to its shareholders that it would reduce SG&A by 25%.

> Directed a project that identified over $20M in cost savings through more efficient processes, improved organizational models, better working capital policies, and more disciplined procurement practices.


TRANSFORMATION PROGRAM MANAGEMENT AND ERP

  • With its prior consultants, an aerospace company who had grown via acquisition was 1-year and several million dollars into a transformational ERP program. They had very little to show for progress and needed assistance to get the program turned around and back on track.

> Conducted a program health assessment to first develop improvement recommendations and then managed a 100+ person team to successfully deploy the system and related business processes.


FINANCE TRANSFORMATION

  • A national distribution company had grown rapidly via acquisition and was faced with inefficient finance and accounting processes.

> Made recommendations to re-organize the finance function, improve reporting capabilities, and help the company take better advantage of technology to streamline processes and support the business.


ORGANIZATIONAL READINESS ASSESSMENT

  • An insurance company was seeking to undertake a multi-year business transformation but was unsure of its readiness to make the program successful.

> Conducted an assessment to evaluate the company’s maturity related to organizational change management and program governance – and based on findings provided recommendations and strategies that would pave the way to achieving their desired outcomes.


ENTERPRISE PORTFOLIO MANAGEMENT

  • A communications company was struggling with its ability to prioritize strategic investments and deliver successful outcomes for critical projects.

> Established an enterprise portfolio management and governance model that aligned projects with strategic criteria and priorities.


MISCELLANEOUS PROJECTS (MERGER INTEGRATION, DUE DILIGENCE, CUSTOMER SUCCESS, STRATEGIC SOURCING, etc.)

  • Led acquisition integration for the administrative functions a healthcare technology company that had previously not made any significant acquisitions and had little in-house integration expertise.

  • Conducted operational due diligence and merger integration for several deals performed by a SaaS company growing rapidly via acquisition.

  • Participated in operational due diligence on behalf of a private equity firm looking to acquire a casual dining restaurant chain.

  • Established the Customer Success function (organization and processes) for a digital supply chain (SaaS) company.

  • Assisted several clients with strategic sourcing activities and procure-to-pay process and technology design.

  • Led and/or participated in several other projects that included ERP implementation, e-procurement implementation, merger integration, business process improvement, shared services, and internal controls review.


*Note that many of these projects were conducted while Centennial Hill team members were working for other consulting firms. On each engagement the CH team member played an active leadership role that led to a successful outcome for the client.