Selected Assignments
eVo Consultancy is dedicated to addressing the needs of mid-sized organizations experiencing or planning change. The breadth of our clients, in terms of industry, size and geography, demonstrates the kind of experience eVo brings to any assignment.
eVo has worked with start-ups, rapid growth companies, and multi-nationals. A partial list of assignments is provided below:
Critical Path
Major National Bank
Situation: Vital systems for a new service to be launched in two months had not been included.
Results: Successfully managed the system design changes and testing environments for five critical bank processing systems to assure adherence to new service offering. Project completed ahead of service launch.
International Online Auction Company
Situation: Experiencing relationship threatening conflicts with primary insurance company. Serious gap in perception of customer service being provided and received; contract renewal in three months.
Results: Conducted Gap Analysis, interviewed senior managements of both companies, created new service processes, and instituted Service Level Agreements with agreed-to metrics. Relationship restored; new Client Service Agreement signed.
Regional Baby Bell
Situation: Supreme Court decision permitting long-distance service required building new division in less than six months.
Results: Successfully strategized and launched a new, pre-emptive service in multiple markets, building 400+ person cross-functional teams to manage aggressive roll-out.
Strategic & Tactical Planning
U.S. Financial Services Retail Corporation
Situation: Three prior attempts over four years to integrate an acquisition had failed, at the cost of millions of dollars.
Results: Within the first month, worked with management of both organizations to align operations on the final structure of the integrated company, while establishing a reporting and oversight process to assure short-cycle decision-making. Successful implementation took place within six months.
Major National Bank
Situation: Senior management of Online Banking was having difficulty generating strategic operational improvements.
Results: Within one month, guided management in the development of automated improvements that focused on changing the organization from a paper-intensive to computer-based operation. Improvements included new, user-friendly customer interfaces for enrollment, transactions, reporting, and customer servicing.
Health Care Provider
Situation: Internationally-known healthcare Clinic was recovering from a recent management and operational crisis.
Results: Guided management with new corporate governance and strategic planning efforts. Implemented new corporate governance structure; successfully developed/implemented first strategic plan in Clinic’s 35 year history with mission statement, strategic goals and initiatives for five Programs.
Organizational Alignment
International Credit Card Company
Situation: Large Member Banks clamoring for a quick fix due to having two (electronic and paper) back office operations for credit card chargebacks and representments processing.
Results: Quickly developed business requirements and financial modeling validation for a pre-determined $25 MM back-office solution. Within the original contract timeframe, provided senior management with an alternative, automated solution also validated with financial modeling. Senior management dissuaded from pursuing original solution; $25 MM saved annually.
High Tech Corporation
Situation: Brought in by the Treasury Division of a major high tech firm to quickly replicate its Risk Management infrastructure for the creation of the largest IPO in USA history.
Results: Project managed forty plans that reproduced all of the risk management vendors and contracts, processes, and procedures. The only outside consultant, besides Ernst & Young, used by the Treasury Division in this major corporate undertaking. Risk Management was the first unit to complete its deliverables.
Multinational Semiconductor Manufacturer
Situation: Build-out of a 4-line fabricating plant was six weeks behind; each week of lost production representing close to $100 million to the bottom line.
Results: Over three month period, working with the build management team, installed a project oversight system. The system aligned the five different internal division interests, and the 147 subcontractors and 5,200 people onsite with a weekly status and reporting system that managed short-cycle corrections.
