Six numbers.

01 · Efficiency

efficiency gain in reconciliation across 6 legacy sources, ~2M records / mo.

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Situation

An enterprise customer was reconciling around 2M records a month, manually, against 6 legacy systems. Each cycle took ~8 hours, with errors compounding downstream.

Task

Build the logic for an automated reconciliation system the engineering team could implement.

Action

Mapped each legacy system: what it did, where data duplicated, where inefficiency lived. Cleaned the data, working with the teams feeding each system. Reduced the reconciliation to first principles.

Result

Reconciliation time: ~8 hours to under 3 minutes. 95% accuracy and rising. Around 90% of cases resolve automatically.

02 · Time-to-hire

reduction in time-to-hire (6w → 2w), HR backbone built from zero with 40+ on HRMS.

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Situation

The company was 6 months into fast growth. No HR department, no structure. Hiring, leave, onboarding — all manual or fragmented, most of it stored in the directors' heads.

Task

Build the HR department and the infrastructure underneath it. Get the company a professional structure it could run on.

Action

Started by mapping every people-related friction point with the directors and surfaced the hidden costs each one was carrying. Ran a brainstorming round with leadership to define what kind of culture the company wanted to be known for, then prioritised the build by impact over effort. With that as the spine: scoped and hired the team to cover the full employee lifecycle, drafted the policy stack against that culture, designed an org chart and reporting line that matched how project work actually flowed, and re-engineered the hiring pipeline against the bottlenecks the directors had been working around.

Result

HR backbone in place. 0 → 5 team. 40+ employees on a single HRMS, still in use. Time-to-hire 6w → 2w (-67%). Leave, vacation, and review cycles managed in one system; recurring spend recovered.

03 · Cost

payroll savings by opening an operating entity in a country we previously could not hire in directly.

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Situation

The company relied on EOR providers to employ people in specific jurisdictions where it needed to operate but had no local presence. That arrangement limited which kinds of consultants could be hired and meant every payroll carried an EOR premium.

Task

Find a way to hire the constrained roles directly. Advise where the company could open and operate — not only from a legal angle, but a legal, tax, and future-revenue angle together.

Action

Researched the candidate countries: legislation, tax framework, employment rules, and the operating realities of running a team locally. Pressure-tested each option on future revenue potential — could we serve clients directly from there, not just hire from there. Validated the shortlist with in-country legal experts before recommending a target country to leadership.

Result

A new operating entity opened. We could hire consultants directly where we needed to and serve clients from inside the country. Twofold effect: (1) dependence on EOR providers removed, ~25% saved on payroll; (2) revenue line opened from local clients, with the company better positioned to hire and deliver locally going forward.

04 · Deal scale

largest transaction supported. Divestment of a non-core entity for a global logistics group.

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Situation

A global logistics group with a South African branch wanted to divest a non-core entity. That entity had generated compliance issues in the past, complicating the sale.

Task

Review and support the transaction end-to-end as a management consultant. Understand the entity, run the process, deliver the buyer.

Action

Reviewed the entity's operations and financials. Read the company's dynamics: stakeholders, blockers, internal politics. Worked with one of the Big Four M&A advisors in South Africa to help find the right buyer for the client. Built the buyer pipeline alongside the advisor. Set up the data room. Ran the meetings, interviews, and investor Q&A. Presented the recommended solutions and projections to leadership. Supported post-merger integration for about a year.

Result

Entity sold at a higher price than the client expected. Core operating model and employees retained under the new owner — still operating there today. Transaction value: €4B.

05 · Revenue

revenue growth in 12 months while owning the regional P&L.

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Situation

Took over the Latin America branch in its infancy. Most clients had been signed under global initiatives in other regions, never communicated locally — they didn't know our full service offering. Other companies in the region didn't know we existed.

Task

Build the brand. Upsell existing clients. Find new ones.

Action

Made the brand known to existing clients. Investigated each account's operations to find upsell openings. Tightened the sales / marketing / service handoff so cross-sell opportunities stopped slipping. Pursued new clients across the region.

Result

Branch revenue doubled in 12 months. Client satisfaction +15%. Attrition down.

06 · Client base

client base 30 → 90 (+200%) at end of tenure, with the aviation product driving a +160% lift in product sales.

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Situation

A high-margin aviation product had stalled. Complex legislation around it, fragmented product knowledge across the company, almost no visibility outside.

Task

Untangle the legislation. Find new market opportunities. Build an operating model. Get the product known and used inside and outside the company.

Action

Tested the product on my own clients, country by country, until I understood it well. Researched additional countries and use cases for expansion. Wrote training guides and materials for the wider team. Set up an operating procedure with the processing centre and built communication channels with the relevant authorities in each country.

Result

Branch client base 30 → 90 by the end of my tenure (+200%). Aviation product reach: 4 → 10+ countries in year 1, with a +160% lift in product sales.