Concrete resultaten

Private sector

Schoeller Arca Systems: Profit Improvement Program - 2008

Poor results in the first quarter 2008 forced the directors to impose the Profit Improvement Program. Leverage was specially assigned to the team of directors to help with its successful implementation. The program was spread over five EU regions and the USA. There were two key factors for its success: an agreeement with regional managing directors on the weekly planning of all 92 projects, and weekly reports to the team of directors on the actual progress made.

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Schoeller Arca Systems: Barcelona Sales Conference - 2007

Leverage played an instrumental role in the preparation of, and leading, a weekend sales conference designed to integrate two sales cultures following a merger. Leverage received agreement from management to follow a completely open communication. The first session of the weekend invited all participants to openly communicate all fears, differences, hopes and ambitions. This first workshop set the specific questions for the follow up sessions. This led to the 'Barcelona Spirit' becoming a common saying throughout the conference. The evaluation gave the conference a 8 to 9.

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Schoeller Arca Systems: initial management buy out of Wavin Trepak - 1996

Wavin Trepak wanted a management buy out from Wavin, in which Shell was a 50% shareholder, because Shell consistently refused to give its approval to the ambitious expansion plans of the management team. Leverage was appointed Financial Advisor to the Managing Director to win Shell's approval. Shell eventually approved the buy out.

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Schoeller Arca Systems: merger of Schoeller and Wavin Trepak - 2008

Financial Advisor to the Chief Financial Officer to assist with the integration of two budget systems following a merger.

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