$1B BUSINESS SERVICES Provider
BRG professionals collaborated with the company to improve the efficiency and effectiveness of its finance function. Primary areas of focus included improving the accuracy and timeliness of the company’s accounting close process, developing and implementing a short-term cash flow forecasting tool and reporting, and redesigning its procure-to-pay process to streamline manual activities and better manage vendors. In addition, the team assisted with the simplification of the company’s global legal entity structure that had grown as a result of recent acquisitions.
$1B HEALTHCARE SERVICE PROVIDER
The company had recently experienced significant growth due to a private equity sponsored roll-up of smaller companies. To better understand how corporate functions were meeting the needs of the growing business, and to prepare for future growth, BRG professionals implemented a zero-based budget to align functional value drivers to SG&A spend for the finance and IT organizations. The team evaluated functional performance to understand how the operating model delivered corporate services, and linked work to the cost elements of the organization. The team developed a budget that justified spend against the desired performance, including identifying the desired organization structure, role and responsibility alignment, and justification for discretionary spend. The result was a tactical roadmap to achieve modest adjustments and improved effectiveness and efficiency for both functions. In one case, the team identified 7% EBITDA impact; in the other, the team validated the original budget but reformulated the spend portfolio to improve performance.
$2.5B PROFESSIONAL SERVICES COMPANY
BUSINESS PERFORMANCE MANAGEMENT
A highly acquisitive company sought to redefine the role of FP&A to drive project and resource synergies for business development, recruiting, and account management teams across its divisions. The BRG team led the integration of FP&A and revenue management teams to drive improved forecasting across multiple technologies.
$1B CONSUMER GOODS RETAILER
BRG professionals created models to stress-test sales and liquidity projections and to determine the impact on borrowing need. The team also developed a set of strategic alternatives based on the company’s liquidity projections and presented these strategic alternatives to the Board of Directors and the lending group. In addition, working capital was actively managed by prioritizing daily payments based on short-term liquidity projections, importance of critical vendors, and accounts payable aging. BRG developed a weekly dashboard containing key technical metrics that measured and communicated the performance of a relaunched retail website against critical target levels.
$200m CHEMICAL COMPANY
Financial Planning & Analysis
Following a carve-out from a large chemical conglomerate, the business was in need of financial planning and analysis support. The BRG team used cluster analysis to develop a pricing framework for the company’s proprietary technology to be deployed to the sales team. A legal-entity forecasting template was created to manage cash, working capital, and the P&L, and a functional expense variance analysis toolkit was built to assist the operations team in drilling into key monthly variances.
$6B INDUSTRIAL PRODUCTS MANUFACTURER
TECHNOLOGY ENABLEMENT AND PERFORMANCE MANAGEMENT
The company was carved from a Fortune 50 company and spun out to IPO with disparate divisions, products, and manufacturing operations. BRG professionals led a global finance function design and implementation, simultaneously optimizing working capital, transforming the finance organization, transitioning to a new database management system, and developing a technology-based enterprise performance management strategy within the FP&A organization, which allowed for company-wide KPI tracking and identification and management of transformation initiatives.