A Global-10 oncology company purchased the entire product portfolio from a major competitor. On a very tight schedule, the global integration office required a lead to implement the transfer and integrate all Canadian acquired assets into the new business.

Our aim: minimize disruption, facilitate a smooth and seamless transition. To this end, StratForm consultants planned, launched and managed an integration management office. From start to finish we guided the transition of HR, Commercial, Medical and Market Access assets, and facilitated the transfer of Marketing Authorization, Supply Chain and Quality Assurance responsibilities.

With zero disruptions to patient care, customers or the business, the integration was completed on-time and under budget. Impacted employees experienced than 10% turnover and the joint sales force was out of the field for only 3 weeks. All transition and service agreements were adhered to. And the morale of impacted stakeholders remained high throughout.

A Global 20 consumer packaged goods company needed to outsource and offshore non-core support services and reinvest $100M in target annual savings into product development. Finance & Accounting and Procurement services were identified as priorities.

After assessing the opportunity in detail, StratForm consultants coordinated and managed the sourcing process from start to finish. We selected the best global service providers, developed requests for proposals, evaluated responses, managed negotiations, created the transition plan and set up the ongoing governance structure.

As a result, the majority of both North American and European finance and procurement were outsourced and offshored, on-schedule and on-budget.

And more than $18M in benefits were generated, exceeding the target for reinvestment.

A top-3 North American customs broker needed to dramatically increase client satisfaction and net promoter scores, reduce lost business and improve cross-functional morale.

When analysis revealed that a true transformation was needed, StratForm piloted, designed and deployed a new service model which not only introduced a new organizational structure, but also 30+ defined business processes and a completely new, integrated technology platform (customized on Salesforce.com).

Implemented on-time and on budget, our recommended service model proved a success. Lost business was reduced from 4.7% to 1.6% in Canada, and 3.3% to 1.6% in the US. Additionally, a significant increase in client satisfaction, net promoter and employee satisfaction was measured and realized.

A world-leading Canadian steel manufacturer needed a clear and simple roadmap and governance structure to manage multiple project in support of its Commercial goals.

Our solution: a customized projects “management system” which included cross-functional governance, resource & capacity tracking, prioritization, portfolio reviews, process management and stage-and-gate decision-making components.

Within 2 months, a new corporate roadmap and “Project Process 2.0” were completed and launched. Prioritized “good to go” projects were allocated needed resource requirements, all management stakeholders (Gatekeepers, Process Manager, Portfolio Manager, Project Managers) were trained, and active projects were welcomed into the new system. 

A Global trade services provider acquired a unique Global Trade Management business from a Top-5 US bank, which needed to be integrated into their corporate structure.

To simplify the complex, StratForm consultants organized and managed a Transition Management Office (TMO) which transitioned 2 business units, over 400 employees and combined US / India / Eastern European operations into a steady-state. An integrated sales force was trained and deployed, new products were brought to market, and plans to upgrade and rationalize key system platforms were developed. All transition support services ended within 6 months of the deal’s closure, as scheduled.

The new company benefited from a significantly improved market position and an enhanced and heightened profile. $50M in revenue was protected, $6M in EBITDA generated and IT infrastructure costs were reduced by $5.5M.