Cases

M&A - integration and synergies

Selecta

The situation:

  • Selecta is a leading self service retailer in Europe, owned by one of the world’s largest PE firms, KKR
  • KKR wanted to secure a strong growth and earning of Selecta
  • One of the main competitors in the market, PelicanRouge, had been identified as an M&A target, and a LoI had been signed
  • My job was to secure a smooth integration on the leadership, organisation and people side of both companies

Action:

  • HR integration preparation (roadmap)
  • Establishing an FTE baseline including full costs of both companies
  • Talent & Retention (identification of talent, designing retention packages, establishing the newco talent and performance management system)
  • Organisational engagement (mainly through a Pulse Check) resulting in communication activities
  • Designing the Top300 compensation & benefits structure (applying Mercer’s job evaluation and benchmarking methodology)
  • Organizational design and blue print of the newco
  • Designing the newco Purpose and Values (from Selecta Values to leadership behaviour and competences)
  • Acting as a strong speaking partner to the Executive Committee members including the CEO and regional Managing Directors

The result:

  • The above work was completed between signing the SPA and closing of the deal, March - August 2017
  • The combined HR integration roadmap (see above action points) was ready to be launched upon closing of the deal

Growth - Restructuring

Gategroup - Copenhagen 2010-15

The situation:

  • Clean up after the fraud case, CHF 23m
  • Losses over 10 years accumulated at DKK 500m (EBITDAM), breakeven end 2015
  • Inflexible labour force, +20% inside the fence, strikes, low productivity
  • Very weak management (in fact in the hands of 3F, the major union) 

Action:

  • Recruitment of new MD and management team
  • Cancelled all 30 CBAs and carried out union negotiations in a hostile environment
  • Reestablished the commercial contact with SAS on a top level, which paved our way back to the negotiation table

The result:

  • Breakeven of the business secured
  • Negotiated 20 new CBAs giving more flexibility and productivity, peace secured for 3 years

Gategroup - Somewhere in Europe

The situation:

  • An airline wanted to spin off their airline catering as it was loss making
  • Partly state owned
  • Strong union opposition
  • Inflexible labour force, state DB pensions and benefits, strikes, low productivity 

Action:

  • Redesigned a new set of CBAs from the ground
  • Established a new organisation by merging two existing ones
  • Complete on boarding and integration plan developed (from culture to operation)
  • Recruitment of the management team 

The result:

  • A new company established ready to operate
  • A clear set of CBAs in a highly unionised environment

Gategroup - Culinary Board

The situation:

  • Insufficient focus on the premium carriers in terms of the high end food quality and catering
  • Strong competition from other players in the market causing losses of premium carrier contracts due to quality in the premium classes
  • Lack of premium quality chefs in the production

Action:

  • Support the design of a new Culinary Board incl. roles, responsibility, structure
  • Recruited 2 external, highly renowned chefs for the Board
  • Supported the design of training programmes within service and culinary 

The result:

  • Gategroup has reestablished its brand for quality and is beginning to win back lost premium carriers

 

Restructuring

Gategroup - Belgium 2012 (Chairman, very hands on)

The situation:

  • Annual loss of €4m
  • Airline catering loss making, de-icing and cabin cleaning profitable
  • Only 2 operators in the airport made price increases difficult, only one tourist operator accepted price increases

Action:

  • Intensive HR support to local management during the transformation
  • Union negotiations
  • Recruitment of new MD and other key personnel
  • Organisational redesign incl. new roles
  • Participated in the divestment of the business 

The result:

  • The business almost reach breakeven
  • Several options analysed, eventually sold to a competitor 

Gategroup - Germany 2012 (acting MD)

The situation:

  • Threat of losing a very profitable airline customer in an airline hub due to security breach in another hub. The airport hub was loss making of €4m p.a.

Action:

  • Carried out a difficult union negotiation
  • Acting MD for 3 months
  • Recruitment of a new MD for Germany 

The result:

  • Contract secured through intense discussions/networking with customer and “forcing” the union to accept a security solution

 

Growth

Alfa Laval 2000-2007

The situation:

  • No efficient communication between sales organisation and central market organisation
  • Due to transition from product organisation to customer segment organisation there was a lack of a suitable business strategy process
  • The country sales subsidiaries were transferred to a pure sales organisation setup and therefore there was a need of reinforced sales training
  • The company was coming out of a PE ownership and lacked growth 

Action:

  • Established the Alfa Laval University with internal and external board members
  • Designed a new training programme for the global sales force
  • Project managed both a sales project (Accelerator) and a strategic marketing project (Connect)
  • An annual strategy process with the Top50 leaders was introduced (“Fill the Valley”), which resulted in identification of additional revenue and business in a down turn business cycle. 

The result:

  • The sales people were given a sales template and tools and the marketing strategy was simplified and was fully connected to the sales process
  • A strong performance and sales culture was implemented with the sales force
  • An annual business development process is now in place helping the business to grow

 

Growth - Restructuring

Coloplast 2009

The situation:

  • The company was lacking behind on all benchmark parameters in the medical device industry
  • Time to market was slow and each sales subsidiary redeveloped the products that came from the central R&D
  • No coherent strategic direction due to a high degree of autonomy in the sales subsidiaries

Action:

  • Project managed the Chronic Care project for 6 months
  • Complete analysis of current sales set up incl. roles and responsibilities 

The result:

  • EBITDAM went from 13% to +33% over 3 years
  • A blue print for a sales organisation, lean and quick with a strong sales focus and with clear roles and responsibilities
  • Market value has more than tripled
  • Coloplast is today the market leader and benchmark in almost all parameters

 

Talent Management

Rockwool Group 2008

The situation:

  • As part of the company’s growth strategy a people agenda was developed with special focus on the pipeline of talent
  • There was no talent management process in place to support the growth strategy
  • Some of the operating companies in the group (OPCO) had their own succession plan in place - no Group coordination

Action:

  • Project managed the Talent Management project
  • Negotiated a common solution in a highly decentralised environment
  • Development of a coherent and sustainable process involving group management and the OPCOs for optimum buy in 

The result:

  • A simple and robust talent management process and tools implemented and in place
  • Succession planning, gap analysis and individual development plans now in place across the Group
  • Annual review of people and positions at the Group Management level