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Corporate & international case studies

Keith has worked for, and alongside, a number of large organisations in complex and sometimes sensitive areas to provide viable solutions and recommendations. These have ranged from designing simple software programs to manage data and resources, to large acquisitions requiring absolute confidentiality, and all manner of problem solving in between.

Discovering options to manage resources

Manage resources options

A not-for-profit organisation had a vehicle fleet that had grown from a few vehicles to a relatively large fleet which was no longer being managed effectively. This had become a point of concern for the senior executives who were unsure what to do about it.

Keith was given this ‘problem’ and asked to suggest some possible solutions. Initially he considered developing a solution using MS Access and Excel, which would have worked, but Keith wasn’t convinced this would meet the long-term needs of the organisation for a number of reasons. Subsequently, his solution was to research fleet management systems which would adequately meet the data and operational requirements of the organisation.

Keith eventually located two relatively simple systems and presented them to the executive team for consideration. Both systems appeared to meet the potential future reporting needs of the organisation and had the capacity to grow as the vehicle fleet expanded.

Developing effective regulatory reporting systems

Regulatory reporting systems

A finance company was required to report to its regulator on a monthly and quarterly basis across a wide range of issues in a format set by the regulator. The company’s accounting system was fully computerised, but extracting, formatting and presenting the required data involved a manual effort by a senior officer which took up to two days every month.

Using very simple MS Access database tables and MS Excel spreadsheets, Keith was able to build a semi-automated data retrieval and presentation system that reduced the extraction time from two days to one hour.

The system was also very user-friendly. If the regulator changed the reporting requirements (which happened frequently), the senior officer could adjust and change the extraction process and tables to meet the new reporting requirements, without the process taking any longer.

Acquisition of a branch network

Acquisition of a branch network

A bank that Keith worked for was approached on a confidential basis about acquiring the South Pacific branch network of an international bank. Being responsible for this area of development, Keith’s role was to analyse the acquisition opportunity and make a recommendation.

He was presented with extensive financial data to review on the target network, then with a colleague, visited some of the target’s locations to get a sense of where it fitted into each market and the strength of its market presence. To respect the confidentiality request, discreet visits were conducted and no contact was made directly with the target while closely observing its operations. From there, Keith and his colleague visited the target’s head office for preliminary discussions on an acquisition and to seek answers to questions arising from analysis of the financial data.

The outcome of the analysis and visits was a recommendation to the bank’s board to proceed with acquisition discussions. The board accepted the recommendation and eventually an acquisition took place.

Discovering options to manage resources

Manage resources options

A not-for-profit organisation had a vehicle fleet that had grown from a few vehicles to a relatively large fleet which was no longer being managed effectively. This had become a point of concern for the senior executives who were unsure what to do about it.

Keith was given this ‘problem’ and asked to suggest some possible solutions. Initially he considered developing a solution using MS Access and Excel, which would have worked, but Keith wasn’t convinced this would meet the long-term needs of the organisation for a number of reasons. Subsequently, his solution was to research fleet management systems which would adequately meet the data and operational requirements of the organisation.

Keith eventually located two relatively simple systems and presented them to the executive team for consideration. Both systems appeared to meet the potential future reporting needs of the organisation and had the capacity to grow as the vehicle fleet expanded.

Developing effective regulatory reporting systems

Regulatory reporting systems

A finance company was required to report to its regulator on a monthly and quarterly basis across a wide range of issues in a format set by the regulator. The company’s accounting system was fully computerised, but extracting, formatting and presenting the required data involved a manual effort by a senior officer which took up to two days every month.

Using very simple MS Access database tables and MS Excel spreadsheets, Keith was able to build a semi-automated data retrieval and presentation system that reduced the extraction time from two days to one hour.

The system was also very user-friendly. If the regulator changed the reporting requirements (which happened frequently), the senior officer could adjust and change the extraction process and tables to meet the new reporting requirements, without the process taking any longer.

Acquisition of a branch network

Acquisition of a branch network

A bank that Keith worked for was approached on a confidential basis about acquiring the South Pacific branch network of an international bank. Being responsible for this area of development, Keith’s role was to analyse the acquisition opportunity and make a recommendation.

He was presented with extensive financial data to review on the target network, then with a colleague, visited some of the target’s locations to get a sense of where it fitted into each market and the strength of its market presence. To respect the confidentiality request, discreet visits were conducted and no contact was made directly with the target while closely observing its operations. From there, Keith and his colleague visited the target’s head office for preliminary discussions on an acquisition and to seek answers to questions arising from analysis of the financial data.

The outcome of the analysis and visits was a recommendation to the bank’s board to proceed with acquisition discussions. The board accepted the recommendation and eventually an acquisition took place.

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