The results are real––measurable and tangible. Our customized solutions have yielded meaningful growth and lasting value for our clients. Here are some of our many success stories.
Sales Operations with the Open Payments ActA leading medical devices company needed to improve its sales evaluation processes to fully comply with the Open Payments Act. Clinical Trial and Disclosure TransformationCentralizing clinical trial and disclosure (CTD) operations across distinct business segments. EU Clinical Trial Regulation ComplianceA global pharmaceutical and medical device manufacturer needs to comply with new EU clinical trial regulations. Implementing Procure-to-Pay SoftwareA well-known, international media company needed to simplify the procure-to-pay (P2P) process due to the accumulation of exception processes and complex international payment regulations. Commercial Card Strategy & Implementation PlanningA global pharmaceutical company with a diverse payment strategy was facing reconciliation and payment-management problems. Managing Compliance: EudraCT RegulationRevisions to the EudraCT legislation required the client to address the new results disclosure requirements, retrospectively and prospectively. Strengthening Purchasing Habits with e-ProcurementManagement’s desire to control spending and a lack of data regarding preferred vendor usage were impairing purchasing controls and making it difficult for the company to achieve cost savings. Replacing GERS Expense ManagementA global footwear retailer needed to replace GERS Expense Management in the U.S. and Canada. Implementing Best Practices: T&E and the Sunshine ActThe organization was challenged with an aggressive timeline to rollout a platform that would address the regulatory reporting requirements related to the US Sunshine Act. Enhancing a Flagship ProductWhen a leading not-for-profit education company saw its flagship product losing significant market share, they needed solutions. Standing Up a Cost Management OfficeA new COO needed to address the Board’s concerns about high-levels of spending and a huge overall budget deficit. Effecting Change through a Structured ApproachAfter centralizing their marketing spend, a leading education services firm needed to redefine value in the eyes of their internal product groups. A Global Meetings Management PlatformGlobal meeting spend was exceeding $600 million annually at one of the world’s largest pharmaceutical companies. With over 100,000 employees operating in 90 countries worldwide, a lack of standardized systems was preventing accurate meetings spend analysis––critical to reducing spend, controlling costs, and strategizing on vendor sourcing. Managing T&E Expenses for Sunshine ActTravel and entertainment expenditures for one of the world’s largest pharmaceutical companies had exceeded $700 million globally. With that volume of T&E transactions, millions of HCP records, and a project already underway to upgrade the expense application, the mission was to improve expense reporting process for the US Sunshine Act requirements, design a new solution to meet the France Sunshine Act requirements, and manage the complex priorities of stakeholders, project teams, and vendors. Launching an Online ProductA leading not-for-profit company committed to professional development was struggling with an outdated strategy, limited product reach, and ballooning costs. Defining a Global Communications StrategyStruggling with inconsistent communication strategies within their R&D/Manufacturing units and ineffective dialogue across their customer base, a client was paying the price. They found themselves unable to provide a unified message of services and value. Developing a Project Portfolio StrategyAfter becoming an autonomous entity, a unit within a multi-billion dollar Life Science company sought a way to define and quantify its value to customers and the company, and strategically navigate an evolving legal environment. Establishing and Managing a Strategic PMOA leading education focused non-profit had recently launched a major re-design of its flagship product, causing significant shifts, both in the marketplace and to product operations. Redefining Business Procedures After Rapid GrowthA Fortune 100 pharmaceutical company was experiencing lengthy annual and project-based budget negotiations with its internal customers after a recent large-scale merger had driven international growth. Supporting Complex Program ManagementOne of the largest advertising conglomerates in the world had discovered reporting irregularities in their financial statements, and was in the midst of an investigation. In order to regain financial integrity and control, the company decided to restate corporate earnings, implement a centralized ERP system, and establish a corporate shared services model across all subsidiaries. Increasing T&E Policy Compliance GloballyWith regulatory concerns mounting over compliance with the Foreign Corrupt Practices Act (FCPA), a Fortune 500 consumer products company needed to find a way to consolidate disparate systems and processes to increase T&E policy compliance globally. Providing Divestiture SupportAfter the decision to simultaneously spin-off two major divisions, a leading pharmaceutical company was experiencing overwhelming divestiture activities. CFO Strategy - Optimizing the Finance OrganizationAfter adopting a new strategy focused on acquisitions, a mid-market healthcare company needed to prepare itself for significant growth and complex changes. Shared Services: Building a Scalable Model for GrowthA pharmaceutical company had completed three large acquisitions, diversifying its product lines and increasing its revenue fourfold. The CFO needed to integrate finance operations and create a scalable model for future growth, while realizing near-term cost savings. Establishing Procurement: A Made-to-Measure ApproachIndustry regulations and increasing competition were forcing a rapidly expanding company to reduce its operating costs. Tracking and Managing T&E Expenses GloballyTravel and entertainment expenditures had exceeded $500 million globally at one of the largest pharmaceutical companies in the world. Because of its size and international footprint, too many expense policies and practices were in use across different regions and even within the same country. Streamlining Client ServiceThe disaster services nonprofit was experiencing issues with their Siebel platform, which the organization was using to capture client data. The initial implementation of Siebel had been implemented too quickly and without input from key stakeholders, thus the tool had issues with missing, incorrect, and incomplete data. Enabling Virtual CollaborationThe Business Technology division of a major pharmaceutical organization needed a more effective work environment that would enable colleagues to work remotely, collaboratively, and improve their quality of life. Business Intelligence for all ManagersTravel and entertainment expenditures for one of the largest pharmaceutical companies in the world exceeded $700 million globally. Because of its size and T&E transaction volume, there was need for an easily configured managerial reporting solution, one that would better control costs and more effectively manage employee spend. Redesigning T&E End-User SupportThe support structure for the organization’s expense reporting system needed significant improvement in order to scale beyond the current US footprint. Change Management for a Global System UpgradeA complex system upgrade across 60 markets was introducing change across a number of departments and business units and required a robust and well-coordinated change management plan.