Case study
Right hand to the CEO to drive the transformation
Context and objectives
A private equity portfolio company, this services business is engaging a transformation designed to structure its growth, its processes and its operational performance. A strategy consulting firm defined the roadmap, but management lacks the bandwidth to execute it.
Executive leadership is looking for trusted operational support, able to organise the project portfolio, prepare the decision-making bodies and keep the workstreams moving day to day.
Assignment
An experienced consultant, formerly in strategy consulting and well versed in chief of staff roles, is mobilised full time for 6 months, with two remote days a week, as right hand to the CEO: synthesising information to feed strategic thinking, preparing executive committee and Board materials, PMO leadership of the cross-functional project portfolio, unblocking issues, coordinating stakeholders and supporting the change.
Results
- Project governance installed: rituals, committees and reporting adopted by the teams.
- Decision materials structured for the executive committee and the Board, now produced in-house.
- Priority workstreams seen through and methods handed to management for what comes next.
Company profile
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