PE-owned cloud-focused business software and services company decided to implement their own ERP across Finance, Human Resources & Professional Service Functions. The first attempt at the programme failed, and when the second hit problems, our founding partner was drafted in to lead the recovery as Global Programme Director with a remit to remediate the implementation of an ERP and the co-terminus outsourcing of Finance and HR.

Following a three billion M&A transaction that merged two leaders in Industrial Software, the challenge was in the creation of a new structure that integrated two legacy IT functions into a new CIO-led function that could execute on BAU, TSA and Transformation while supporting an ambitious growth plan and a move to SaaS-based revenues. During the planning phase for the Transitional Services Agreement (TSA) for Technology Integration, implementing a new ERP solution for Finance issues was identified in the new function's TSA construction and operational capability.

A privately owned business operating in 33 Caribbean, Central America and Pacific Islands countries, serving over 8mn customers and offering a range of Mobile Communications, Home Entertainment Services and Business Solutions, was undertaking an ambitious Cost and Operating Model Transformation. The challenge was removing $120m of the in-year cost, translating into a $250m annualised run-rate saving to reduce the 6.2 EBITDA debt ratio over the following five years and to support debt re-financing. The programme failed to achieve its targets in the critical first quarter and clearly needed remediation.

A market-leading provider of service assurance software to the global telecommunication industry had challenges with Professional Service and Delivery Engineering execution and a stalled commercial engine, both of which were driving an adverse operating plan.