Running a division through its sale, then leading a major tender
A New Zealand group brought Brian in as fractional General Manager to steady one of its divisions.
Halfway through, the brief changed. The group decided to sell the division. Brian kept the operation running, supported the due diligence and handover, and stayed seven more weeks to wind it down properly.
The same client then asked him to lead its most complex tender to date. It was lodged on time and the group was selected as preferred bidder.
Part one: steadying the division
Client snapshot
Client: A division of a New Zealand sales, hire and mechanical engineering group
Industry: Logistics and Storage
Location: New Zealand
Service used: Fractional General Manager; tender project management and lead writing
Result: Division sold in good order; selected as preferred bidder
The challenge
The division needed senior leadership. Inventory and CRM systems weren’t doing their job. The sales process was patchy, and the board wasn’t getting forecasts they could rely on.
What we did
We steadied the division:
Ran the operation. Three days a week, reporting to the CEO, leading the operation and its managers.
Fixed the basics fast. Within 90 days the inventory and CRM systems were working properly, the sales process was on track, and forecasting and reporting were ready for the board.
Changed course when the brief did. When the group took the opportunity to sell, the job became preparing the business for new owners: due diligence, the people process and the handover.
Finished properly. Stayed seven extra weeks to wind the operation down cleanly.
The result
Inventory, CRM and sales systems working properly within 90 days.
Forecasting and reporting the board could rely on.
The division sold and handed over in good order, with the operation steady throughout.
“We brought Brian in as fractional General Manager to steady one of our divisions, working three days a week and reporting directly to me. He ran the operation and its managers.
Within 90 days our inventory and CRM systems were much improved. The sales process was working properly. I had forecasting and reporting I could take to the board with confidence.
Halfway through, an opportunity came up to sell the division and we took it. Brian kept the operation running through all of it. He supported the due diligence and the handover.
He took work off my desk that I did not have time to run myself. I never had to check up on it.”
Part two: the tender
The challenge
The group had the credibility to win a major contract but not the capacity to write the bid: 16 scored sections, six senior leaders, several external partners and seven weeks.
What we did
Ran the bid. Project manager and lead writer from start to lodgement.
Protected the leaders’ time. Got what was needed from a busy team without taking over their weeks.
Made it one voice. Turned many contributors into a single, consistent proposal, and said plainly where sections were weak.
“This was the most complex tender we have put our name to. A lot of moving parts and a lot of people with a view on it.
Brian turned a busy leadership team’s knowledge into a proposal that read as one voice. He kept the whole thing moving when we were all flat out. He was honest with me about the gaps rather than telling me what I wanted to hear.
We submitted on time and were selected as preferred bidder.”
The result
A 16-section tender lodged on time with a stretched leadership team.
Selected as preferred bidder.