Business Integration of a Listed Company

Background and Opportunity

A leading listed company had invested over $200M in acquiring two businesses, one in Europe and another in North America, adding them to a substantial manufacturing, sales and marketing operations in Asia. The resulting group had duplication of operational activities, and overlapping brand strategies . Few global management information systems and processes added to the challenges of running a listed company. Integration of multiple nationalities, cultures and companies and Brands was a priority.

Business Integration

Tim worked by visiting listening and understanding each business unit. Working with the leadership in each business unit strategies covering product, sales, marketing, operational, and pricing were developed as a foundation to the annual budget round.  Challenging and stretch target were set, and regular cross functional meetings to track progress and solve problems were executed.

Having restructuring into more clearly defined business units,  the strategy and tactics was communicated to all stakeholders internally and to the wider investment community.

Outcome Highlights

Revenue increased by14% and profit by 251%, whilst reducing OPEX.

Focused brands through clearly defined product differentation, avoiding revenue overlap. 

Closed loss making factories, whilst centralizing manufacturing for core brands. 

Removed duplication in business units, centralizing core administration functions, and instigated   investment in new technologies.

What Difference Did Tim Maule Make?

Using his multicultural experience of business in Asia, Europe and America he quickly facilitated communication with all business units in the group building trust.  By tirelessly visiting all company sites regularly developing new strategies with colleagues he shortened the time to build business plans.