Business Consulting Transformation

During the period January-July 2008 that I developed functions as Managing Partner in the Deloitte Argentina operation, I was offered the possibility of mobilizing to the Peru operation to take charge of the Consulting business unit of the company in that country. I accepted that challenge, taking an operation in breakeven situation, in last place among all business units in that country. Carry out a comprehensive transformation job for the business, simultaneously restructuring the scope of the portfolio of services to be offered and its Go to Market, the organizational structure for this purpose and the way of working of the entire business unit. 

At the end of my relationship with the company, towards October 2011, the middle of the company’s fiscal year, I delivered a business unit whose turnover went from being the 6th to the 2nd, with a billing level of 145% compared to the initial moment having taken over and a profit before tax of 30%. Likewise, we were able to achieve a 78% reduction in DSO (Number of days of receivables until collection), bringing this index to only 40 days of average collectability. 

Since my departure from the company was in the middle of the fiscal year, all projected annual values for the current fiscal year were met at that time. Also, from the organizational point of view, I was pleased to be able to leave a highly motivated team, working in a synchronized way like clockwork and happy with the results achieved and projected.