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GSM Total Review A European investment consortium acquired an Eastern European cellular company. Local management offered a list of priority activities and a capex budget, but the new owners wanted to confirm that these were the right priorities to develop the company quickly, and whether the capex would be well spent. The new owners also sought detailed implementation plans for those high priority improvements, and coaching for certain key managers.
PTT Transformation: A US RBOC wished to purchase a minority stake in a government-owned European telecom company. The RBOC strategy was to buy low and sell high after transforming the target into an efficient, modern telecom operation. Problems included excessive employees and inefficient processes and a civil service culture. Competitive threats were emerging, and the pension plan had not been funded. There was significant debt, and a need for new revenue sources.
Due Diligence: A European investment consortium was asked to invest in two North African cellular companies. The consortium needed to assess the quality of the operations and the management teams in these two companies, as well as market growth prospects, political/social risk, and proposed deal terms.
Network Operations Review: A Western European telecom operator was acquired by new owners. After revising its overall strategy, the company wanted a review of its network processes, organization and performance metrics, comparing them to industry best practices. Special attention was focused on such areas as network capital expenditures, capacity utilization, network fault prevention, installation and repair intervals and labor productivity.
New Business Unit: A 200 person international fiber-based operator wished to introduce value-added network services, expanding beyond its traditional lower-margin sales of basic cable capacity.
Process Re-engineering: A $1 billion telecom operator in an emerging market was faced with high demand. To change from an under-funded state-owned agency into a modern telecom business, it needed to prioritize and execute the most critical business process improvements.
Interim Management -- Telecom : A $25 million rural "independent" wireline operator (Incumbent Local Exchange Carrier, or ILEC) with 24,000 lines and voice, internet, and video services experienced the resignation of its CFO on 12/1 and the retirement of its CEO on 1/1. The company had no other executives. It was in the midst of competition from Cablevision, installation of a new ERP system, and extensive Sarbanes-Oxley remediation efforts. It needed to stop the erosion of access lines, meet 10K filing deadlines, and restore energy and morale.
Interim
Management -- Manufacturing Turnaround: A North American manufacturer
of single engine piston airplanes was acquired out of bankruptcy by European
investors. After two years of management by aviation industry executives,
the investors wanted a non-aviation manager to assess the company's prospects,
and if positive, develop a business plan and recruit a management team
while providing day-to-day direction.
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