rwgreenwood consulting brochure

RWGreenwood Consulting

Our missionRWGreenwood Consulting helps businesses to become more valuable. We do so byhelping them to better understand the external environment and the competitive landscapein which they operate and assist them in developing the necessary capabilities to deliversustainable, profitable growth. The ability to make superior strategic decisions in anuncertain and rapidly changing world is essential to ensure lasting success.Simply identifying theoretical value is meaningless unless it can be realised. Ourexperience of delivering top line and bottom line improvement initiatives to companiesworldwide, has resulted in tangible improvements in profitability worth millions of dollars interms of net present value. These assignments have included pricing and salesoptimisation, supply chain optimisation, organisational design, merger & acquisitionopportunity screening and post-merger integration.We bring a passion for problem solving and an independent perspective, unconstrained byoverreliance on in-house methodologies and frameworks. Many large consultanciesdepend upon these in order to maintain consistency in their offer, but the consequence isoften that they end up fitting their pre-packaged solution to their client’s problems. Webelieve that these challenges, more often than not, deserve a tailored approach.We enjoy collaborating closely with clients’ staff to understand the challenges they faceand identifying and building the skills that will be required to deliver superior value. For allthe reporting, metrics and management control that companies impose, unless theirpeople truly believe in what they are doing and are fully capable, even the best laid planswill end up unrealised.

RWGreenwood Consulting © 2016

Who are we?Richard GreenwoodRichard has 15 years of consultancy experience gained with a range of organisations,also acting as an internal consultant at Rio Tinto Plc. Most recently he worked atSimon-Kucher & Partners, and since Autumn 2013 he has been consultingindependently.He has worked for and with a broad range of companies from blue chips to SMEs inmultiple regions of the world. Though the resources, utilities, energy and industrialssectors have at various times been areas of particular focus in his career, his interestsare in understanding and exploiting the drivers of value in all types of business and iscomfortable operating in any sector.His recent functional focus has been on delivering commercial strategy assignments,primarily for business to business companies. This has included projects targetingpricing strategies, contract optimisation, product portfolio management, marketingand operational alignment, future innovation strategy, sales optimisation andincentives design. Equally, he has also delivered operational and cost reductionprojects and has worked in business development. He is open to discussing anyassignment in which he might conceivably be able to add value.Richard has an Executive MBA from IE Business School, an undergraduate degree inEconomics and French from the University of Sussex and a Licence en SciencesEconomiques from Université Pierre Mendès-France,. He loves cricket and football andspends any free time he can in Asturias and the rest of northern Spain.


Where we can help (i)Our work is focused on four main areas; Strategy and Planning, Revenue Improvement, Cost Saving and Forecasting and Surveying. We tryto understand very carefully the potential knock-on impacts of our projects to make sure they consistent with any other initiatives that maybe taking place. We are faithful to our core objective to optimise value and reject anything that delivers short-term benefits but is alsohighly likely to cause long-term detriment.

Strategy and PlanningDelivering superior returns on capital can only come about with insight, innovation, dexterity and discipline. Whether aquestion of understanding your market, your competition or working out how to best deploy your resources, we can help youto articulate an approach and also identify and access the capabilities you will need to succeed both now and in the future.This also includes weighing organic and non-organic growth opportunities.Equally important is to convert strategy into a detailed plans which can actually be implemented. We help our clients to distilthe high level strategic view into actions and subsequently help monitor the success of the chosen approach.Revenue improvementWe suspect that in many businesses the revenue line might often not be subject to the same scrutiny as it might. We canprovide transparency into commercial outcomes with a view to identifying anomalies and improving performance.With the exception of those companies that compete on cost alone, most organisations will seek in some way to differentiatetheir offer to provide unique value to their customers. We can support sales staff to defend the offer in negotiations withcustomers thereby improving outcomes. We can also help in incentivising sales staff correctly to achieve goal alignment.


Where we can help (ii)Cost savingEvery organisation needs to be able to change the way in which it operates over time. What was once an appropriateoperating model may quickly be rendered obsolete. Whether a case of deciding which skills and capabilities are necessary tomaintain in house, to modelling how the price of material inputs might evolve, we help companies to minimise outgoings andmaximise efficiency.Understanding how costs behave is essential to making correct decisions at the margin. Intelligent use of capacity can addsubstantially to the bottom line. Any cost cutting must make sense though – any attempt to cut away at core capabilitiesrisks storing up problems in the future.Forecasting and Surveying“When the facts change, I change my mind” once said John Maynard Keynes. We live in an increasingly interconnected andinterdependent world, where events on one side of the world quickly have a knock-on impact on the other. No businessoperates in a bubble. We can help your organisation to interpret internal and external data to identify what is really going onand how you should react using a range of quantitative and qualitative techniques.In some cases a changing climate might lead to a change in tactics or even strategy. We can help you to play through some ofthe potential permutations and drive superior decision making. We provide actionable recommendations – simply knowingthat something is changing is not enough. Often a decision needs to be made quickly and it will only be shown to be wrong orright with hindsight, - but there is a better chance of getting it right with if it is based on the best possible support.


Important industriesThough our techniques for maximising value are appropriate to any industry and we are happy to consider how we might help anyorganisation, much of our previous work has concentrated in the Mining and Resources, Industrials and Utilities sectors. On this page wepresent our understanding of some of the specific challenges facing each sector and over the next few pages we detail some pastassignments and their place in the value chain.


The resources industry is incredibly capital intensive with long-term investment horizons. Lowest cost producers arealways competitive, and this is often associated with scale. Game theory plays heavily as companies attempt to invest incapacity without collectively oversupplying the market and deciding what to do with free cash flow is often complicated(N.B doubling down isn’t always the right answer). The commodity cycle means that some assets will at times becomeundervalued and present opportunities for M&A. The marketing side is often neglected as it is assumed as prices are oftenestablished on exchanges, though understanding how traders and customers behave and examining volume flexibility,payment terms etc. can often yield some upside.

The modern utility industry emerged from former state run organisations and some working practices continue to die hard.Generally a heavily regulated sector with frequent and significant political intervention. On the generation side challengesinclude how best to invest in a generation portfolio that is compliant with current and possibly forthcoming environmentallegislation. Scope for innovation in retail is capped by fears about consumer (mis)understanding and consequently it isdifficult to charge engaged and unengaged customers differently. ‘Retail only’ business models are limited by exposure tovolatility in commodity prices so integrated supply model generally prevails. Ownership of regulated businesses such asnetworks has mostly been hived off to pension funds.

Industrials companies are a wide collection of organisations so consequently it is difficult to generalise, but in myexperience some can be a little internal facing rather than customer focused. This can mean product design and marketingbased on features that companies can provide, not necessarily the benefits that customers seek. Any tendency to look ataverage pricing outcomes can sometimes hide the opportunity in the spread. Sales models can be hit and miss andsometimes there is a reluctance to simplify and use distributors. Opportunities commonly exist in offering services not justproducts, accompanied by pricing models which align buyer and supplier incentives.

Mining/Resources


Exploration Mining Processing

Marketing

Customers

Shipping & logistics Trading•Pricing strategy (for mining and oil companies)•Management of raw material surcharge•Post-merger integration•New product launch•Production of account plans

•Demand forecasting•Customer interviews

•Negotiation support•Modelling of the value of buyer and seller optionality

•Investment case for capacity expansion•Third party input efficiency modelling

•Next best alternative modelling•Supply /ops/marketing alignment

•Investment case support•Commercial due diligence

•Product quality yield modelling•Link seasonality of mine plan to marketing strategy

Consulting experience

Industrials


Product & Portfolio design Marketing SalesManufacturing

•Value selling coaching•Sales incentive schemes•Customer satisfaction survey and monitoring process

•Commercial audit•Market sizing•Pricing strategy•Offer design•Organisation design

•Portfolio rationalisation•Distributor selection and negotiation•R&D strategy•Value in use modelling

•Capacity based pricing•Operational and commercial alignment


Utilities


Generation Networks Retail

•Report on trends in new renewables •Commercial due diligence project on network company•Market entry strategy for equipment vendor

•Developed retail and wholesale margin model of the big 6 suppliers•Smart metering operational improvement project•Survey of major energy users•Cost to serve modelling


How do we work?Engagements with clients can be fully tailored to meet their specific needs, but theservices that we would typically offer are detailed below:Advisory – We can provide organisations with specific advice or deliver them aclearly defined piece of work. This may include, for example, coaching value sellingtechniques to sales people, acting as an independent interviewer of customers orstaff, undertaking financial modelling, workshop moderation, diagnostic work, skillsaudits, due diligence etc.Content development – Richard is an experienced business writer and can helporganisations to develop and sharpen written content. This may include anythingfrom developing business plans/cases to helping to produce white papers orpromotional material.Flexible, scalable resource – We are available to assist companies or consultanciesseeking to add additional resource on a short-term and flexible basis, acting as aproject consultants on strategy programmes. This might, for example, involvemanaging a work stream or providing anything from project steering committeeadvice to analytical support.Full project management and delivery – With a proven track record of managing largeinternational projects, we can use this experience to deliver complex assignmentsand change programmes against an agreed scope, budget and timeline. This maypotentially include sourcing freelance consultants and acting as a lead contractor,but equally could involve managing internal resource and providing a PMO function.As an independent advisor without the overhead of larger consultancies, we are in aposition to deliver cost effective solutions that deliver a clear return on investment.



To discuss how we might help please contact: E-mail - [email protected] - +44 (0)7941 480510Twitter - @rwgconsult

rwgreenwood consulting brochure

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