Impulse Merchandising Market Leaders
Stack’d was engaged by a U.S. based private equity firm to lead the integration of two acquired platform companies into a single operating entity. The two companies were the co-market leaders in impulse merchandising across North America, collectively representing greater than 85% market share. To add to the complexity, the organizations were both family businesses, fierce competitors, with the respective founders still leading the day-to-day operations.
Stack’d worked with the leadership of each organization and the private equity partner to define and implement the new organization’s strategic priorities, future state operating model, leadership accountabilities, and organizational structure and culture. We also established and supported a client-led integration office which planned and executed the integration activities, managed communications, and orchestrated change across the organization.
The integration was a clear success, resulting in steady EBITDA growth during the integration and exceeding the targeted synergy goals across all aspects of the business, only made achievable by carefully ensuring that a keen eye remained on the customer throughout the integration process with no disruption to current operations.
Municipal Water, Wastewater and Drainage Utilities
Stack’d was engaged to perform a Cost of Service and Rate Study for the Water, Wastewater, and Drainage Utilities of a major Canadian municipality. The main purpose was to develop rates for the 2019-2022 business cycle, as well as plan for longer term strategies.
This year-long engagement resulted in the following outcomes:
- An equitable allocation of revenue requirements between customer classes;
- Analysis of utility issues and determination of strategic objectives associated with cost of service, rates, and rate setting; and,
- Fair and defensible rates for water, wastewater, and drainage services that inform the City’s 2019-2022 business plans and budgets.
Throughout this engagement, Stack’d worked collaboratively with subject-matter-experts and various key stakeholders. Stack’d was responsible for ensuring the project was executed successfully and the final rate structure was defensible. Multiple strategic working sessions were conducted with the Steering Committee to gather input on strategic issues, confirm understanding, and review results. The final rate structure was approved by City Council.
Health Care Provider
In support of providing greater focus and development for a world class patient care model, Stack’d was engaged by a health care provider to support the separation of their Acute and Residential Care operations into two organizations. In addition to developing a focused patient care model, the separation of organizations provided an opportunity to facilitate greater alignment with provincial health authorities and support growth opportunities for the future.
Stack’d assisted the Executive team and the new organization’s Board of Directors to develop a strategic direction, operating and governance model, and foundational organizational structure to ensure the new organization was prepared to operate as a separate entity. Additionally, Stack’d assisted leadership with the development of a master program and set of integrated work plans to direct the transition into two separate organizations. This included clearly defining major operating processes by work function and the required transition activities to separate these into Acute and Residential Care operations.
Our client is currently in the process of developing new Residential Care campuses and facilities which will see the new strategies, operating model, and organizational structure put into operation to enhance patient care and outreach.
Industrial Equipment Dealer
Our client had traditionally grown through acquisition by purchasing independent dealer groups, but had never optimized and integrated the operations of its acquired facilities. Stack’d was engaged to execute a project to rethink and optimize its branch dealer network to increase profitability without sacrificing customer service.
Our team worked with the client to review the current status and historical performance of its branches, capture its customers’ needs and wants from their equipment dealer, and identifying new and creative branch alternatives to deliver equipment and product support to their customers.
The project resulted in recommendations to the facility types (i.e. Tiers) and the optimal geographic centers that the client should operate within supported by detailed financial analysis.
Real Estate Investment Trust
Our client, a new organization formed by a recent transaction combining two significant REITs in the Canadian market, needed to develop a 5-year Strategic Plan that reflected the unique capabilities and opportunities it faced, while ensuring it realized the expected shorter-term value from the transaction.
Through a series of workshops with the senior leadership team, interspersed with reviews with its Board, our team helped our client clearly define its desired future state, the critical external and internal factors to achieve it, and a pragmatic path to get there.
As a result, the Strategic Plan was approved by the Board and is actively being executed on by the organization, with markets reflecting measurable improvements to shareholder value. Our client continues to engage Stack’d annually to review the environment, assumptions, and progress to plan, to help ensure it remains relevant and effective.
Government Innovation Body
A provincial innovation body engaged Stack’d to help prepare for the integration of four separate corporations into a newly consolidated entity. Merger success was of significant strategic importance to provincial leaders, so advanced work in designing the new organization and planning the integration of the functional work streams was critical.
To assist, Stack’d facilitated the development of a target organizational structure and transition plan to combine the four organizational structures into one. Given the advanced stage of this work, it was important that the recommendations were flexible to allow further refinement as the consolidation progressed. In addition, Stack’d provided support to the Project Management Office leader to help with tracking transition activities, managing interdependencies, reviewing deliverables, and developing communication materials and status reports for transition stakeholders, including the Board of Directors.
As a result, ‘Day-1’ of the new organization was a success, having implemented the initial phase of the organization design and successfully launched the transition plans for the functional work streams.
Municipality and Wholly-Owned Utility
An Alberta municipality had previously established a wholly-owned utility as a municipally-controlled corporation. Since forming the Utility as a corporation, the municipality had been challenged with providing it appropriate guidance as part of reviewing the annual rate applications.
Stack’d was engaged to assist the municipality by reviewing the current situation and establishing a go-forward mandate and rate regulatory framework. The Stack’d team worked closely with the municipality’s Mayor, Council, CAO and the Utility’s Board of Directors and CEO to develop, review and confirm the project’s deliverables. A new mandate was established which provided the desired scope and direction for the Utility to pursue a financially sustainable suite of regulated versus non-regulated services. In addition, an updated regulatory framework was established which addressed rate-making mechanisms and processes, and defined the role of the municipality as both shareholder and rate regulator.
Facing tough economic conditions, shifting socioeconomic norms, and for-profit competition, a local charity engaged Stack’d to rethink their organizational structure. The objectives for this redesign included aligning the structure to the strategic direction, enhancing the donor experience and engagement, and driving operational efficiency and effectiveness. These factors came together in rethinking and redesigning the organizational capabilities and structure to maintain long-term relevance and broaden the donor base.
Through a series of interviews and workshops, the Stack’d team worked closely with senior leadership to validate the existing strategy and identify the key functional capabilities required to support long-term development, relevance, and growth. Utilizing design criteria created to guide thinking and decision making, the Stack’d team supported senior leaders as they evaluated alternative organizational designs and selected a preferred structural model.
This organization is currently in the process of implementing the new structure and rethinking the people, processes, technology, and rewards required to make this structure a reality.
A provincial entity delivering vital programs, services, and products, endeavored to create a higher quality of life for its residents and their families. More specifically, the Organization wished to review the operations of the branch responsible for document solutions and logistics in an effort to identify potential service gaps, operational efficiencies, and cost synergies.
Stack’d was engaged to perform a thorough review of two warehouses and the various services they provided. By integrating our municipal services delivery methodology and business and operating model review methodology to fit the specific needs of the branch, Stack’d identified key strengths, weaknesses, and opportunities. As a result, Stack’d identified options for a future service delivery model for the two warehouses and provided recommendations for distribution operations that would maximize operational efficiencies and reduce ongoing operating costs while maintaining client service levels.
Workforce Accommodations Management Company
Our client, a global workforce accommodation specialist on the verge of acquiring a significant competitor, required services to prepare for day-one and support the integration and transition of operations. Although the Executive team had extensive merger and acquisition experience, it recognized that this merger was complex in nature and that a well-defined plan led by an effective program management office (PMO) was required to accelerate the transition and realize the substantial synergies expected.
Stack’d was engaged to support the PMO and integration work-stream teams to define and execute all required integration activities in a coordinated, timely fashion, while driving the development, implementation, and tracking and reporting of expected synergies resulting from the integration. As a result, the integration objectives were successfully achieved, and the organization was on target for meeting and exceeding its synergy targets.