Systagenix Business Integration post acquisition
Systagenix OUS Integration Sep 2014 – May 2015
In early 2014 KCI had purchased Systagenix, a global wound care business Head Quartered in Gatwick in the South of England and with a global manufacturing plant in Gargrave in Yorkshire. The business was highly centralized, uniformly utilsed SAP and followed clear business processes. KCI, by contrast, was very decentralized, used several computer systems though mainly Oracle, and, as such, had a variety of business processes in place .
Although an integration programme had begun, budgeting, communication and progress had been below expectations in the OUS (Outside the US) region
The task was to return the programme to schedule, clarify costing and revenue expectations and align the acquired business on Oracle with the requisite organization changes. Thereafter the programme was to be delivered and the business to be left in a position of strength.
Utilising the steering committee structure in place a re –negotiated time frame was agreed and a new budget was established taking input from a wide range of functions and staff. The key strategic decision was to run the integration programme in a series of waves to reduce the ‘downside risks’ but significantly increasing complexity.
The programme was delivered on time and in budget. Moreover, the transformation saw no productivity slippages normally associated with such programmes, particularly so for the global manufacturing facility.
Michelle Peterson VP, EPMO & Procurement
Mark’s significant senior leadership experience was critical in pulling multiple functional and geographical themes together in a cohesive plan. Getting everyone on-board from the start and great multi-level communication delivered the results we needed – with little or no impact on our customer experience.
Business Turnaround – KCI Japan
Interim Case Study
KCI Japan – Business Turnaround Jan 2015 – July 2015
KCI’s Japanese business was established during 2010 to capitalize on recent product regulatory approvals. Business leadership, the commercial organization and business infrastructure was put in place ‘at speed’ during 2010 and 2011. Whilst the business as growing well, it was clear by 2013 that the revenue needed further acceleration and could not continue to support the infrastructure costs.
The programme was established to reduce the infrastructure costs and realign the size and focus of the commercial team to a level in line with the new revenue growth projections.
2015 saw Japan with a $24m cost base and revenue of $21m growing at 7% annually.
A steering committee comprising of senior HR, Commercial and Legal leads was established to ensure clear progress communication and rapid decision making. Clear ‘to be’ positions were established, a 6 month project plan developed and 3 external consultants engaged to ensure timely delivery. Given the sensitivity of the project and Japanese culture I was based during the project in the Tokyo Head Office.
The sales force and the network of distributors was refocused and reduced in size. The office footprint across Japan and the warehousing and repacking facilities were dramatically reduced.
Such dramatic changes in the business resulted in the resignation and replacement of the country leader.
2016 saw Japan with a $22m cost base and revenue of $25m growing at 11% annually
Michelle Peterson VP, EPMO & Procurement
‘Mark was instrumental in the transformation of the Japanese business. Despite the complexities of Japanese culture he quickly established a working style which simultaneously delivered results and kept our Japanese team engaged ensuring the business’ continued health at the end of the engagement.
An excellent result.
Brexit Preparation for a Pharma and Medical Device Company
Brexit Readiness Baxter Healthcare April 2018– Jan 2020
Baxter Healthcare is global pharmaceutical and medical device business which has a significant European foot print. The issues surrounding Brexit were complex, very fluid and pervasive throughout Baxter Healthcare. Despite best efforts to start and run a preparation programme, progress was piecemeal and often stalled. The objective was, thus, to structure a programme which would gain traction across the enterprise, deliver on time and on budget and have benefits which were robust and sustainable.
A 3 phase scenario planning programme was instigated across the European enterprise to ensure engagement and traction. Additionally, a governance structure was put in place to drive urgency and to ensure decisions were made in a timely manner. Over the course of the 1x month programme increased focus was given to the identified hot spots and appropriate Stream Leaders assigned and investments made.
Well articulated ‘stream-by-stream’ plans were agreed by the Steering Committee (a key element of the governance structure) and aligned across the enterprise to ensure interdependencies were understood.
As such, the £10m programme delivered consistent product and trade compliance, appropriate stock builds across Europe and a sophisticated communication effort engaging with Baxter staff, government agencies and customers and patients.
Nicky Sturt Director, Market Access,
Baxter Healthcare Limited
Mark’s ability to fully understand the situation and culture inside Baxter and hit the ground running meant that the programme gained speed quickly. His capacity to integrate multiple functions and countries, often with different objectives, in a cohesive and effective project ensured that Baxter was prepared despite the ambiguity surrounding the final outcome of Brexit.