Reference projects.

Limited Liability Company incorporation, continuous support  with international payment transactions, advise on compliance topics,  adaptation of business model

Limited Liability Company incorporation, continuous support in insurances matters, company car set-up, dealing with government institutions, solving legal challenges, advising on banking and telecommunication solutions, support in customer acquisition

market screening and identification of real-estate, review of contracts, development of financial plan, identification of the financing bank, dealing with all formalities

Starting point

Facing an unclear cost situation in the fleet management of a medium size business. The fleet was partially owned, partially finance or operation leased or operation leased without any central procurement

Task

Development of new structure and processes leveraging digitalisation for improved fleet management. Create cost transparency and achieve cost reduction by 10%.

Implementation

Assessment of current fleet structure also considering employee requirements. Implementation of a car policy and central procurement to improve terms and conditions and optimisation of working capital through consistent leasing contracts and fleet cost reporting.

Result

Reduction of direct cost by 25% as well as reduction of indirect cost in administration. Improved employee satisfaction.

Starting point

HR-administration of a medium size business was not up to date. HR files were recorded on paper and time registrations were done manually, via a stamp card or not at all. Absences were only registered via e-mail information or via notification of illness / vacation. Records of absences were only made in the respective departments.

Task

Develop new structure and processes for better transparency and quicker approval processes. Digitalisation of all the HR files.

Implementation

Analysis and documentation of status quo. Software testing and adaptation to customer requirements. Implementation of the software in collaboration with key personnel and subsequent management of the go live phase. An HR dashboard now provides transparency at one glance. All HR files were digitalised and the electronic HR file implemented.

Result

Transparency of presence times. Absences are registered and approved within a minute and in a legally compliant way. Improved employee satisfaction as well as reduction of direct and indirect overheads. Quick and easy access to all HR files regardless of time or location.

Starting point

A sole entrepreneurship grew due to strong demand from 5 to 25 employees within a few years. The owner was strongly involved in the daily operative business and took care of administrative tasks whilst growing the company. There was no proper organisational structure.

Task

Develop an organisational structure fit for purpose including legally compliant processes. Documentation of processes and governance.

Implementation

Analysis and documentation of status quo and business plan going forward. Development of processes and governance framework, incorporation in collaboration with legal department and the management team. Adaptation of the legal form of the company and recruitment of a long term employee as an executive director. Creation of administrative functions and recruitment of new employees to free up management time.

Result

The sole entrepreneurship was changed to a limited liability company with two executive directors and now has clear areas of responsibility for each of them. The two executive directors receive support on the daily operations from the newly created support functions.

Start-up support: review of business model, validation of business plan, development of timetable for market entry, support by our network of creative specialists, answering any question from the founders

Limited Liability Company incorporation, dealing with government institutions

assessment and evolution of market entry strategy, optimising relationships with partners and customers

regular review of key performance indicators

Starting point

A health sector startup has liquidity problems in year three due to high cash burn.

Task

Turnaround of the business in collaboration with the stake holders. Review of business model and development of turnaround plan.

Implementation

Analysis and documentation of status quo. Creation of alternative business plans, assessment of exit scenarios. Support during the process of going into administration and compliance with legal requirements for the executive directors.

Result

The business went into administration and was closed down. Foundation of a new health startup with a revised business model .Introduction of monthly reports and KPI's.The business is now operating profitably.

Starting point

Despite stringent cost management a medium size business is still making losses.

Task

Identify and reduce or eliminate non critical cost.

Implementation

Documentation of current cost considering all contractual obligations. Identification of cost reduction potential. Renegotiation respectively cancellation of contracts in alignment with executive directors. Implementation of cost tracking reports.

Result

Achievement of up to 80% cost reduction depending on type of cost, which subsequently led to a better market position.

Starting point

An employee plans to start up his own gastronomy venture. The idea existed and main suppliers were identified .A small amount of equity was also available.

Task

Development of a business plan in order to find investors. Support during foundation and ongoing business advice

Implementation

Development of business plan in close collaboration with founder. Ongoing business model optimisation and support in finding the right location. Identification of investors and financing. Legal Incorporation of company, contractual negotiations and cost management during building phase.

Result

Successful startup as the business became profitable in year two and continues with strong growth achieving and partially exceeding the business plan.