ICT sector

Public sector

Emerging Markets

Family Businesses

Various verticals

International Development Organizations

Various verticals

Whilst Euromena Consulting focuses its expertise on key industrial verticals such as ICT, financial institutions and the public sector, it also boasts a proven track-record of successful cooperation within other verticals such as Chemicals, Energy & Utilities, Retail and Real-Estate across the EMEA region.

 

Euromena Consulting’s core vertical competitive advantage focuses on:

 

  • Our team of experts and consultants specialized in a specific given industry, ready to improve our clients’ performance and support their transformation projects
  • Our hands-on involvement in all assignments, providing end-to-end operational support

 

  • Our pragmatic and flexible approach as we continuously cooperate with client project teams, working as one integrated team and pushing towards common objectives
  • Our long-term commitment to tangibly enhancing client efficiency, proven by the high percentage of recurring projects with a given client
  • Our proven added-value client assignments, achieved with very competitive rates

 

Moreover, Euromena Consulting provides client support by tirelessly identifying and analyzing new key industry-specific strategic players and global macro-trends, assessing their impact on the market and therefore the necessity to revamp existing defined clients’ strategies, develop and enact new aligned operating models and associated activities, define implementation roadmaps and enact the required management and employee engagement plans.

 

In order to proactively and efficiently respond to our clients’ industry-specific and internal needs, we capitalize on our understanding of industry value chains, as well as on our horizontal expertise pertaining (but not restricted) to the following domains of collaboration and performance enhancement:

 

CFO Agenda

  • Defining and optimizing Finance department organization
  • Optimizing financial operational performance
  • Developing financial growth opportunities and improving cost management
  • Designing a financial operational strategy implementation framework
  • Implementing transformation or managerial changes projects and initiatives
  • Establishing and implementing related financial operational procedures
  • Ensuring effective financial risk management
  • Statutory, group and operational reporting
  • General and analytical accounting, cash management and optimization
  • Purchases and inventories process definition and monitoring
  • Information Systems financial needs and specifications definition

 

Investment and M&A

  • M&A Strategy: supporting our clients in designing their strategic intent, respective M&A strategy, and potential Acquisition Screening
  • Deal Execution & Closing: supporting our clients in achieving a comprehensive due-diligence to valuation (commercial, regulatory, financial and operational), bid value range definition and bid book development
  • Post-Merger Integration: developing and implementing post-merger integration program and initiatives – “taking control”, plan execution, synergy tracker, customer retention, communication / change management and performance improvement)

 

Strategy and Business Planning

  • Key Data Gathering: relevant quantitative data collection, industry and specific contextual expert interviews and comprehensive market research and analysis
  • Market Assessment: synthesis of key market insights, mapping of the competitive landscape, identification of key lessons learnt, barriers-to-entry, and definition of key success factors
  • Market-Entry Strategy Definition: business case development, screening of potential partners, screening of potential acquisitions and support in project management

 

Operating Model and HR Management

  • Alignment of governance structure
  • Definition and articulation of Target Organizational Structure
  • HR Policy enactment
  • Talent hiring and management
  • Identification of training needs and conduct of adequate training.
  • Reengineering of Business Processes

 

PMO and Transformation Programs

  • Governance Design and Implementation: governance model definition, organizational structure design, resources performance monitoring and manpower plan definition
  • Business Process Reengineering: environment and processes assessment, benchmarking and best-practice analysis and specification and implementation of associated tools
  • Carve-Out Support : provision of a clear carve-out implementation roadmap as well as revision and preparation of “day-one” operating model
  • Program/Project and Change Management: transition plan execution, communication plan development and follow-up, training program definition and implementation and Program/Project Management Office (PMO) operationalization

 

Policy & Regulatory

  • Design and development of sector specific policies and regulations
  • Balancing policies and regulations among fostering market innovations and protecting and sustaining sector value growth
  • Enactment of policymaker/operator regulatory strategy and execution monitoring
  • Design and execution of lobbying plan, best promoting business interests

CREDENTIALS

International: PMO – Accounting compliance reinforcement

Client: International Chemical Group.
Engagement focus: Project Management Office (PMO) and Support for implementation of account reconciliation ensuring the accuracy of the Group’s financial statements and compliance: new tools, organization and processes.
Key activities:

  • PMO: Planning definition and follow-up, coordination of activities and responsibilities within the Project team, regular reports
  • Follow-up of the IT development of a SAP add-on
  • Process design & implementation
  • Definition and splitting of roles between Service Center and local Accountants
  • KPI analysis on reconciliations performed (on deadlines and data quality) at each closing and action plan follow-up

 

Results achieved:

  • Implementation of new and harmonized tools and accounting compliance process across the Group (ca. 200 legal entities)
  • Animation, training and follow-up of a total ca. 200 end-users worldwide impacted by the change

 

International: PMO – Internal Control process design and implementation

Client: International Chemical Group.
Engagement focus: Project Management Office.
Key activities:

  • Project Management Office
  • Completed comprehensive status of internal controls, processes and actors
  • Defined KPIs validated by all stakeholders
  • Provided User’s Guide and E-learning to 300+ users
  • Coordinated IS developments to automate internal controls
  • Communicated with all relevant stakeholders

 

Results achieved:

  • Harmonized Internal Controls process, roles and responsibilities
  • Cleared KPIs of internal controls deployment
  • Automation of some internal controls

International: PMO – Intercompany process design and implementation

Client: International Chemical Group.
Engagement focus: Project Management Office.
Key activities:

  • Project Management Office (Project team definition; Organization and maintenance of planning and responsibilities;
  • Meetings and workshop organization and reporting etc.)
  • Process design & implementation
  • Implementation ofcClear and aligned Intercompany calendar (generation, reconciliation and booking) in line with the objective of D4 financial closing

 

Results achieved:

  • Harmonized procedure for Intercompany reconciliation
  • Migration to one common tool
  • Training: documentation and worldwide training
  • Responsibility matrix issuance

International: PMO – External Audit process design and implementation

Client: International Chemical Group.
Engagement focus: Project Management Office for external audit centralization.
Key activities:

  • Designed External Audit centralized process following the integration of Rhodia by Solvay
  • Led process rollout across different entities involved
  • Conducted change management efforts through detailed communication, planning follow-up and actual audit

 

Results achieved:
Process designed and rolled out

International: PMO – Tax process implementation

Client: International Chemical Group.
Engagement focus: Project Management Office (PMO) and Support for new Tax Reporting tool and methodology implementation, along with a definition of the related processes and responsibilities.
Key activities:

  • PMO: Planning definition and follow-up, coordination of activities and responsibilities within the Project team, weekly reports
  • Follow-up of the Tax package IT development
  • Process design & implementation
  • Definition and splitting of roles: issuance of an extensive responsibility matrix
  • KPI analysis (on deadlines and data quality) at each closing and action plan follow-up
  • Monthly Closing Tax instructions issuance

 

Results achieved:

  • Implementation of harmonized tools, calculation methodology, process of Tax reporting across the Group (ca. 200 legal entities)
  • Animation, training and follow-up of a total ca. 200 end-users worldwide impacted by the change

International: PMO – In-House Bank Extension

Client: International Chemical Group.
Engagement focus: Project Management Office.
Key activities:

  • Worked hand-in-hand with the Stream Leaders
  • Organised and maintained planning and responsibilities
  • Organised meetings and workshops and reporting
  • Submitted weekly progress reports to the Project Leader
  • Coordinated training needs and realization

 

Results achieved:

  • Harmonized Master Data
  • Aligned exchange rates
  • Implemented New Treasury contracts
  • Provided training to resources prior to each Go-Live

International: Record-to-Report (RtR) process reengineering and documentation

Client: International Chemical Group.

Engagement focus: Record-to-Report (RtR) process reengineering following the acquisition of Rhodia, to support the migration of RtR activities to Service Centers platforms.
Key activities:

  • Conducted interviews and gap analysis to capitalize on Group’s best practices
  • Defined and harmonized RtR processes: Investment/Divestment, General Ledger/Record to Close the Books/Cash
  • Management, Data Management and Reporting, General Accounting Close & Tax, Costing, Intercompany
  • Issued an extensive set of procedures in line with the targeted organization towards Service Centers, fulfilling guidelines and Group’s documentation requirements

 

Results achieved:
Availability of extensive documentation of new and harmonized processes deployed within the Group
Smooth migration of activities to Service Centers.

International: Investment Divestment process reorganization

Client: International Chemical Group.
Engagement focus: process diagnosis and target scenario definition and costing.
Key activities:

  • Diagnosed and analysed gaps in the asset accounting process
  • Designed new organizational structure and defined roles and responsibilities for the whole Investment / Divestment process
  • Enacted scenarios with associated costs and timeline for implementation

 

Results achieved:

  • Clear vision of current situation and key weaknesses to be addressed to ensure future organization efficiency and enable the client to make identified FTEs savings
  • Clear target definition including definition of new organization, process and tools / IT systems

Europe: PMO on an acquisition process

Client: International Chemical Group.
Engagement focus: Project Management Office.
Key activities:

  • Managed the acquisition process of Cytech Industries (deal value 5.8 bn$) by Solvay
  • Structured the deal, coordinated the project, and prepared Closing and post-Closing accounting

 

Results achieved:

  • Full control on the different steps of the M&A process
  • Central point for effective coordination of teams based in France, Belgium, Luxembourg and the USA

France: Finance & Controlling organization

Client: International Utilities Group.
Engagement focus: project management and organizational design.
Key activities:

  • Organized and animated of workshops and controlled team meetings to ensure relevance with operational constraints
  • Conducted tutorials and training sessions for key resources
  • Redifined Fixed / Variable costs, ABC Costing implementation
  • Defined and implemented business reporting and relevant key performance indicators
  • Provided advice on change management including action plan definition and daily assistance in communication, presentations and reporting elaborations

 

Results achieved:
New and homogenous controlling organization, rules and processes.

Rationalization of Key Commodities Subsidies

Client: GCC Food Authority – Policy Maker.
Engagement focus: define optimal subsidy mechanism for key food commodities.
Key activities:

  • Baselined the subsidization mechanism of current key food commodities
  • Engaged key stakeholders in broad discussions with regards to current inefficiencies and opportunities for optimization
  • Developed bottom-up financial model to simulate different scenarios and assess their impact on the market, industry players and consumers
  • Devised optimal subsidization levels case for key commodities and developed implementation roadmap

 

Results achieved:
Enactment of optimal subsidization levels across key commodities (substantial financial benefits for AD government).

Corporate Fully-Fledged Financial Plan

Client: GCC Government Agri-business entity.
Engagement focus: fully-fledged corporate financial plan development.
Key activities:

  • Conducted a series of interviews and meetings with management layers to obtain data and inputs
  • Assessed respective revenue, operational and capital expense drivers and integrated them into the financial model
  • Assessed multiple scenarios to optimize financing terms (debt/equity ratio)
  • Presented to top-management team / ensured financial model handover to CFO team

 

Results achieved:

  • Fully-fledged P&L, Balance Sheet and Cash Flow statements
  • Project financing proposed structure
  • Simulation of scenarios by embedding various commercial and financial levers

PMO post-merger

Client: French Equipment Company.
Engagement focus: PMO post-merger.
Key activities:

  • Led post-integration effort following Tubesca acquiring a competitor
  • Coordinated all post-deal actions with all contributors involved (IT, Finance, Commercial, Technical, Legal, etc.)

 

Results achieved:
Successful integration

Key contacts

Elie Baho, Senior Consultant, e.baho@euromenaconsulting.com