Exalt

Transformation Consulting Credentials, Peter Nash

Transform your Operating Model to achieve a step change in Results

Our director Peter Nash has over 15 years experience in blue chip management consulting at The Boston Consulting Group and lately as a Partner at Accenture.

Peter has extensive experience of large scale corporate transformation, including hands on experience and leadership of the transformation of a leading global consumer goods business.

This includes leading the “One Client” programme management office working for the European board from 2004 to 2006. Result: Client European business transformed and simplified, delivering Euro 500 million of savings. More details in the case study below.

During 2008 and 2009 he was joint lead of Accenture’s Corporate Transformation team. The team was responsible for all large scale transformation opportunities in the Resources sector. Peter covered clients across Europe, Latin America and Africa.

Case Study: Transform your Operating Model, Grow your Business


Exalt: Europe simplifies model and delivers Euro 500 million of savings

Global ConsumerCo transformed
Exalt: Europe simplifies model and delivers Euro 500 million of savings

Europe simplifies model and
delivers Euro 500 million of savings
Exalt:

Management overcomes multiple issues
Exalt:

Further simplification ahead
  • Context
    • Global Branded Consumer Goods Company. 20 billion dollar turnover in Europe. Profits warning as volumes decline. The wholesale transformation of European business is a global priority. New CEO appoints new leadership team in Europe to simplify and bring the business to a higher level of profitability and growth
  • Peter Nash role:
    • 2004 to 2006 Peter led the “One Client” programme management office working for the European board. He worked for nearly 2 years supporting the steering group and the European board. His work included operating model design, operating model definition, and operating model implementation across functions, SBUs, countries, and both front and back office.
  • Value Levers
    • Front office:
      • Customers: new approach to improve scale and leadership in retail in each country
      • Marketing: strategic changes to brand development and brand building; a focus on priority brands

      Leadership/ governance:

      • A shift to a single European Executive Board, P&L responsible for the European region (from a divisional model)

      Geographic strategy:

      • a shift to 20 country businesses, each with an integrated board (from a previous model with over 100 business units, each with own board)

      Back Office:

      • Single integrated back office programme to transform the business 2005 to 2008, included aligning initiatives across IT, procurement, finance, supply chain.
      • Major information and IT changes required to support the new model
      • Major supply chain and procurement changes across Europe
  • Results:
    • European business transformed and simplified
    • New operating model successfully rolled out
    • Over Euro 500 million of savings delivered

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