The Proudfoot Story Leadership Next Generation Leadership Global Senior Experts Advisors #HeadsUp Careers
Natural Resources Mining + Metals Oil + Gas Energy Building Materials
Aerospace + Defense
Industrials Agribusiness Automotive + Assembly Chemicals Consumer Packaged Goods Engineering Food + Beverage Industrial Goods Pharmaceuticals
Private Equity Financials Services + Insurance
Distribution + Logistics Technology Transportation Utilities
Operational Strategy Operational Improvement Supply Chain Maintenance Repair + Operations Working Capital
Risk Management
Customer Experience Sales Force + Support Pricing + Cash
Transformation Design and Program Management Digital Transformation
People Solutions™ Cultural Change Leadership Talent
Newsroom Knowledge Base Blogs
Airbus logo
ABB logo
Avaya logo
Siemens logo
Yanfeng logo
Bombardier logo
Alstom logo
Astrium logo
Valeo logo
Cray logo
Foster Wheeler logo
Invensys logo

Your transformation experience begins with a simple question: What if you could?

Areas of Impact

  • Organizational Alignment
  • Capacity Utilization
  • Maintenance Optimization
  • Fleet Utilization
  • Purchasing
  • Warehousing
  • Forecasting and Scheduling
  • Equipment Resource Scheduling 
  • Equipment Resource Scheduling
  • People Resource Scheduling
  • Accounting and Billing
  • Employee Skills


Klaus Schneiders, Chairman of the Executive Board, Uhde GmbH

I am convinced that engaging Proudfoot was the right approach as the focus was on the people and their behavior.

Dave Sturrock, Regional Vice President, Vetco Gray UK Ltd

I felt Proudfoot really engaged my team and I have no doubt that we would never have got to where we are now without them. They have successfully driven what we needed to do to increase the throughput and have helped us to reassess all our processes from concepts right down through the entire organization.

Credentials and Results

Engineering Results

Engineering Credentials

Discover More

New Business Model: The company had been losing market share but had excellent reputation for engineering excellence while service levels were falling and costs rising. PE-owned group wanted to improve customer service and cut costs to boost profitability.

Engineering Snapshot New Business Model

Organizational Restructure: The client lacked best practices which caused excessive duplication and rework. Many of the work processes did not add value. The client wanted to achieve adequate project planning processes.

Engineering Snapshot Organizational Restructure

Liquidity Problem: Profitability was a major concern for the client as the stock price had recently taken a negative hit which was interpreted as a potential liquidity problem. The company needed to meet their earnings commitment. Outside support was needed to make this commitment a reality.

Engineering Snapshot Liquidity

Operating Cost Reduction: The client’s economic activity relies heavily on the public sector. Reduced government spending meant the company needed to find new markets (commercial efficiency) as well as achieve more competitive pricing (a drastic operating cost reduction program).

Engineering Snapshot Operating Cost Reduction