A London evening newspaper was struggling with inefficiencies in its classified department.

• Result: Operational processes and resources were re-engineered to improve efficiency by 40%.

A British market research company was merging with a competitor and relocating, integrating and streamlining operations.

• Result: The merger went smoothly. Market share increased by almost 50%. Costs were reduced by 40%.

An American insurance company wanted to acquire a large Japanese subsidiary within a given financial year. I conducted a rapid but thorough and objective option analysis in the context of stringent stock market regulations in both countries.

• Result: The company modified its acquisition strategy and investment priorities, and achieved its objectives.

A British subsidiary of a global telecommunications consumer product manufacturer was looking to diversify operations to improve product customisation and reduce costs.

• Results: Customer choice was enhanced by the introduction of four additional options. Sales rose by 20%. Operations were streamlined to reduce part-time staffing by 35% and increase overall line efficiency by 15%.

A Japanese building contractor in the UK was experiencing difficulties with claims-oriented British subcontractors. I resolved the culture-clash by developing a bridge of understanding based on tailor-made tender processes and value-based payment procedures, and by building a carefully selected pool of subcontractors capable of working to a different philosophy.

• Result: The contractor was able to successfully meet the expectations of its Japanese clients.

A British national newspaper wanted to enable its journalists to work remotely with increased personal control over their copy, and to compile and publish locally a number of different regional versions.

• Result: A tailor-made, ground-breaking digital telecommunications service was designed and delivered in less than three months, setting new industry operational standards.

A German pharmaceutical company was behind schedule in preparing for secondary registration on the New York stock exchange. The crisis was the motivation to overcome reluctance to seek external advice. I quickly identified and analysed three options, and instigated an intense six-week programme of decision-making and actions.

• Results: The deadline was met. Company leadership was delighted.