Results

Boosted Revenue and Improved Processes

BDO

BDO’s consulting division had grown rapidly through acquisitions, but had not integrated the companies, updated its infrastructure, or created a business planning process, leading to a lack of cohesive strategy and alignment across business lines.

Created a streamlined infrastructure and revenue-boosting planning process, increasing year-over-year revenue by +23%

Solution

Created program to align all departments while increasing both sales and profitability:

New strategy planning process: Adopted annually for each business line and aligned with the company’s overall business plan and the performance review process.
Infrastructure and sales development: Developed new processes and operations designed specifically to increase revenue, including designing a new sales program to improve cross-selling and position the company better to its target customers across the US.
Post-merger management: Restructured leadership, internal processes, and client delivery in conformance with legacy business after a roadshow tour to understand pain points and unique market characteristics.

Results

Achieved 23% year-over-year revenue growth in the first year of adoption.

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Increased Profit Margins and Morale

Frankfurt Kurnit Klein & Selz

Bicoastal entertainment law firm needed to manage the cultural and financial impact of the Covid-19 pandemic on the business.

Increased profit margin by +30% and named a "Best Place to Work" in NYC and LA

Solution

Created pandemic crisis management and risk mitigation strategies, including “work from home” trainings and manual, budget re-forecasting, renegotiation and overhaul of all vendor agreements, design and development of remote and workplace return policies, and creation of bespoke, morale-boosting initiatives amplifying the firm’s cultural strengths.

Results

Successfully managed the crisis, exceeding pre-pandemic 2020 financial goals with the highest profits on record (increasing over 30% year-over-year) and retaining key clients and employees. The company was listed on “100 Best Places to Work” lists in the two largest markets in which they operated, one for the first time in their history.

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Increased Deal Wins and Profit Margin

KPMG

KPMG’s consulting division wanted to increase revenue through deal wins without sacrificing margins, but the cost of labor was increasing and down-market competitors charged lower prices.

Overhauled deal support leading to more wins, and designed a new staffing model to lower cost of labor

Solution

Revamped the division’s go-to-market program to emphasize KPMG’s distinct value with better solutioning support, while decreasing their labor costs:

Changed Sales Process: Overhauled the proposal preparation process, provided solutions support for the largest new business opportunities, identified make-or-break pipeline deals for white-glove treatment, created win-loss analysis process, and repositioned roles and responsibilities for director-level sales analysts to be more effective and drive new programs.
Decreased Labor Cost: Designed a low-cost delivery center in the US for the transition of repeatable tasks unable to move to the firm’s offshore lower cost employees in India, resulting in a reduction of competitive pricing pressure and labor costs.

Results

Increase in the number of client wins and size of deals, and better margin on new engagements.

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Diversified and Increased Revenue

Early-Stage Consulting Firm

An early stage consulting firm with a small roster of clients needed to diversify and increase its revenue, but lacked a formal marketing and sales function and therefore struggled to generate qualified leads and bring new revenue growth.

Increased pipeline leads by +200% and booked +18% in revenue with new clients in the program's first eight months

Solution

Built a comprehensive go-to-market strategy including a marketing plan to increase the funnel of leads to sales, a sales program to increase the efficacy of pitches to those leads, and a new client experience function to ensure customer retention and increase cross-sell opportunities. This included creating standard operating procedures, defining KPIs, and establishing high-performance teams with specialized trainings and one key new hire (head of marketing).

Results

Increased qualified pipeline leads by more than 200% and booked over 18% in revenue with new clients in a range of industries in the program's first eight months.

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Decreased Costs and Gained More Value From Vendors

Boutique Business

A boutique business did not have a C-Suite, nor was hiring full-time executives with more sophisticated experience than the current administrative employees practical given its size. As expenses were starting to outpace new revenue into the company, the owners sought a full review of expenses for better value.

Lowered annual recurring costs by +14% and added a new revenue stream with a channel partner program

Solution

Fully audited all vendor expenses and renegotiated over 90% of the contracts to achieve either savings or better value back to the company (e.g., referrals).

Results

Achieved almost 15% in annual recurring cost savings that moved straight to the owners' profit margin, along with “value add” referral relationships with vendors that brought the owner additional business contributing to revenue and further offsetting those vendors’ costs. Also renegotiated rent mid-term to obtain a longer lease period at a substantial savings per year.

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Improved Savings, Efficiency, and User Experience

National Mid-Sized Company

A midsized, national company’s information technology and human resources departments were operating on outdated legacy technology and with personnel that had not grown as rapidly as the company, leading to inefficiencies, high cost, and poor user experience for the staff.

Created cost savings of +10% and improved user satisfaction with better response times and processes.

Solution

Recommended and oversaw migration to cutting-edge software systems and hired new talent to revamp underperforming departments, all at a lower cost than what the company had been paying.

Results

Achieved double-digit cost savings, increased efficiencies, improved user experience (including faster response times), and created more impactful reporting including real-time data on the company’s security posture and human capital.

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Increased Retention and Profitability of "Rainmaking" Hires

National Consulting Firm

Partners were recruited to join a large consulting firm seeking to build new practice areas and increase revenue, but they were consistently unable to replicate the books of business they had at previous firms and often left within three years of joining, leading to the firm’s inability to successfully grow into new areas and negatively affecting its reputation in the market.

Increased retention for new lateral partners, leading to the firm’s ability to grow in emerging areas

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Solution

Created a comprehensive program to ensure the successful integration of lateral hires into the firm’s culture and operations, including:

Interview Process: added a cultural fit component with a partner from another division who could speak objectively to the likelihood of the candidate’s success.
Pre-Acceptance Alignment: created a memo to be provided alongside the offer describing both expectations and available resources available for each candidate for increased transparency prior to joining.
Onboarding: tailored to each individual hire, including introductions to key stakeholders and a detailed integration plan that identified key milestones and objectives to be achieved within the first 90 days, six months, and one year.
Coaching: assigned a retired partner consultant as a mentor to offer guidance on navigating the firm's politics and highly-matrixed structure.

Results

Significant improvement in the retention of senior-level, lateral hires, contributing to the firm's continued growth in the market.

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