Created pandemic crisis management and risk mitigation strategies, including “work from home” trainings and manual, budget re-forecasting, renegotiation and overhaul of all vendor agreements, design and development of remote and workplace return policies, and creation of bespoke, morale-boosting initiatives amplifying the firm’s cultural strengths.

Successfully managed the crisis, exceeding pre-pandemic 2020 financial goals with the highest profits on record (increasing over 30% year-over-year) and retaining key clients and employees. The company was listed on “100 Best Places to Work” lists in the two largest markets in which they operated, one for the first time in their history.

Created program to align all departments while increasing both sales and profitability:

• New strategy planning process: Adopted annually for each business line and aligned with the company’s overall business plan and the performance review process.
• Infrastructure and sales development: Developed new processes and operations designed specifically to increase revenue, including designing a new sales program to improve cross-selling and position the company better to its target customers across the US.
• Post-merger management: Restructured leadership, internal processes, and client delivery in conformance with legacy business after a roadshow tour to understand pain points and unique market characteristics.

Achieved 23% year-over-year revenue growth in first year of adoption.

Revamped the division’s go-to-market program to emphasize KPMG’s distinct value with better solutioning support, while decreasing their labor costs:

• Changed Sales Process: Overhauled the proposal preparation process, provided solutions support for the largest new business opportunities, identified make-or-break pipeline deals for white-glove treatment, created win-loss analysis process, and repositioned roles and responsibilities for director-level sales analysts to be more effective and drive new programs.
• Decreased Labor Cost: Created a low-cost delivery center in the US for the transition of repeatable tasks unable to move to the firm’s offshore lower cost employees in India, resulting in a reduction of competitive pricing pressure and labor costs.

Increase in number of client wins and size of deals, and better margin on new engagements.

Developed a comprehensive go-to-market strategy including marketing plan to increase funnel of leads to sales, sales program to increase efficacy of pitches to those leads, and new customer experience function to ensure customer retention and increase cross-sell opportunities. This included creating standard operating procedures, defining KPIs, and establishing high-performance teams with specialized trainings and one key new hire (head of marketing).

Increased qualified pipeline leads by more than 200%, and booked over 18% in new revenue in first six months of program.

Fully audited all vendor expenses and renegotiated over 90% of the contracts to achieve either savings or better value back to the company (e.g., referrals).

Achieved almost 15% in annual recurring cost savings that moved straight to the owner’s profit margin, along with “value add” referral relationships with vendors that brought the owner additional business contributing to revenue and further offsetting those vendors’ cost. Also renegotiated rent mid-term to obtain a longer lease period at a substantial savings per year.

Recommended and oversaw migration to cutting-edge software systems and hired new talent to revamp underperforming departments, all at a lower cost than what the firm had been paying.

Achieved double-digit cost savings, increased efficiencies, improved user experience (including faster response times), and created more impactful reporting including real-time data on the firm’s security posture and human capital.

Created a comprehensive program to ensure the successful integration of lateral hires into the firm’s culture and operations, including:

• Interview Process: added a cultural fit component with a partner from another division who could speak objectively as to the likelihood of the candidate’s success.
• Pre-Acceptance Alignment: created a memo to be provided alongside the offer describing both expectations and available resources available for each candidate so there was transparency prior to joining.
• Onboarding: tailored to each individual hire, including introductions to key stakeholders and a detailed integration plan that identified key milestones and objectives to be achieved within the first 90 days, six months, and one year.
• Coaching: assigned a retired partner consultant as a mentor to offer guidance on navigating the firm's politics and highly-matrixed structure.

Significant improvement in the retention of lateral hires, contributing to the firm’s continued growth in the market.