BHL
Boparan was the Western Europe largest food manufacturing company, with significant operatons in the UK. Around 75% of the UK population eats their product regularly. Between 2015-2018, they were struggling with declining EBITDA (negative 26% yoy). On 2018, the Board appointed a new CEO to change the situation. I was brought-in as the Chief of Staff to the Group CEO and Chief Strategist to support the corporate-wide transformation program.
My mandate is to help the CEO design and implement the transformation program. Reporting to the CEO (Ronald), I was leading the program, in collaboration with the Group CFO (Craig), CCO (Dan), CIO (Ferenc), as well as the Divisional Leadership Teams. The overall project had a $2M budget and a 12-month delivery timeline. To support me, there were 14 representatives across various functions assigned to me. My approach was 4-Ds:1. Define: Understand key problems and define them clearly (i.e., 4 weeks of challenge mapping)2. Diagnostic: Structure the problems and identify the root-causes (i.e., 4 weeks of root-cause analysis)3. Design: Create the blueprints and detailed initiatives (i.e., 8 weeks of strategy and action planning)4. Deliver: Prepare, drive, monitor, and readjust the initiatives (i.e., 6-12 months of transformation management)5. Sustain: Address the communication, collaboration, and culture side (i.e., change management running in parallel)Result: We scuccessfully improved the EBITDA by $75M just in 12 months. In addition, we successfully released cash by $700M from corporate simplification as well as identified further $95M for the next 3 years. Following the successful transformation, the owner of the company (Ranjit) said: "Now I see the power of strategy. Strategy is the most important. Once it is well-defined, everything will just follow from there."