You want to increase revenue opportunities by diversifying operations and expanding into new markets. From field to fork, businesses must adapt to market conditions, heightened customer expectations, regulatory compliance, and evolving safety and security concerns. Those that can best implement transformative change and continuous improvement will thrive.
But sustainable improvements are hard to achieve.
This is what we we do it for our clients every day.
And the results we deliver last.
Do you need to install automation and train your employees to adapt?
Do you need to improve order fulfilment and delivery?
Do you need to improve risk management?
Do you need an agile organisation that can adapt quickly?
This is what we do.
And we do it by focusing on your people. We use our know-how to design and implement better processes and management controls. We help clients respond to operational deficiencies, demand fluctuations and variations throughout the supply chain; with increased agility and profitable growth.
As we work together with the people doing the work we uncover processes that are not required or can be fixed to save lost time. Simple fixes costing a few dollars can save minutes here and there saving thousands of dollars over the year. Fixing the frustrations of the people means more engagement from the team and a better work culture.
Understanding why, fixing frustrations, meaningful investments, team engagement - all these factors together are the secret to long lasting change. When people have 'things done to them' they will revert to previous behaviour very quickly. When they change because they understand the difference it will make then that change will last.
We design, implement and accelerate operational and digital transformation through people. We partner with organizations to solve strategically important problems that impede top-line growth or bottom-line results.
This allows us to create new capabilities and harness the power of your people to build an engaged culture, turbocharge leadership behaviors, and implement improved operating models.
Through collaboration with your front-line supervision, your middle management, and your senior executives, we fully implement solutions that transform your operations - the way you and your people do business.
Stewart Gilliland, CEO, Mueller
We are confident that the new ways of working will deliver long term sustainable benefits on both costs and revenues.
Hans Synhaeve, General Manager Sourcing Foods, Unilever
I personally have seen results in our organization which are owned by our people, thus placing us on an ever-higher platform to deliver our strategic objectives.
Michael Griffin, CEO
Working with Proudfoot has been the catalyst that has enabled selected sites to significantly increase productivity without additional capital expenditure.
Mallya Dr Vijay, Chairman, United Breweries
I have worked with many consulting companies and Proudfoot is world class. In a difficult environment, they helped double our profits and gave us over 4 to 1 return on our investment. I respect their drive, determination and honesty. I highly recommend Proudfoot as a business partner.
Manage Cost Base: Against the backdrop of an aggressive market and tight margins, the Chief Executive of needed to increase throughput to better manage his cost base. Convinced that his existing lines could cope with additional volume, he steadfastly resisted the easy option of a 10m Euro capex spend on additional production lines.
Optimizing Resources: The CEO of a lumber supplier faced challenges of increasing costs and productivity challenges which impacted margins. This was compounded by cheap imports from foreign competitors. With half of the company’s saw mills not generating profits, he was forced to spend most of his time overseeing daily operations instead of focusing on improvement initiatives.
Restructuring Procedures: Due to high portfolio demand, our client was struggling to meet the needs of its customers. A recently acquired facility had doubled in capacity, but a high turnover rate and cultural issues made operations extremely unstable. Their objectives were to increase throughput and reduce the cost per 100 lbs. of weight produced.