BRS Group Presentation VERSION: 1.1 DATE: December 6TH, 2019
Agenda Who we are 1. Value proposition 2. Customer profiles 3. How we work 4. Contacts 5.
Who we are We are experienced yet agile managers obsessed with achieving tangible results. We strive to become a reliable partner for companies in search of continuous improvement. Together with you we want to see our efforts bring value, fast. We build our value on long-term experience gained in various line management positions as well as project management. We managed Sales, Marketing, Production, Customer service, IT, Finance, Procurement and logistics, Real estate and HR departments in both private businesses and large corporations. We possess product and business process knowledge in many industry sectors incl. Telco, Banking, Utilities, Public sector, Machinery, Manufaturing, SW development, Medical and Pharmacy, Agriculture and Forestry. Our passion is to identify root causes of company problems and implement fast yet lasting improvements. With our experience we are able to see company weaknesses quickly. With our creativity we are able to accelerate your company growth and bring it back to profit.
Partners Martin Bek Agile corporate manager previously managing complex ⮚ corporate business processes incl. Finance, Purchase and Logistics, Security and HR. Built his management experience during 1996 - 2014 in ⮚ various top management positions in Czech Telecom, Eurotel a Telefonica O2. Since 2006 responsible for support services as an executive director and BoD member in Telefonica O2 CZ. He started his consulting career as tax and M&A consultant ⮚ in Deloitte & Touche and Mazars. His recent activities target portfolio management, ⮚ management consulting and private business management.
Partners Michal Rosenbaum Experienced project manager focusing on process ⮚ optimization in sales&marketing, purchase&logistics and other key business processes. Portfolio of projects realized includes CRM implementations ⮚ to boost company sales activities, optimize customer support and improve marketing efficiency in sectors like production, telco, utility, distribution. Projects focused on cost optimization benefited from implementation of electronic procurement tools and workflows both intra- and intercompany. Previously worked as management consultant in Andersen ⮚ Consulting (currently Accenture) and later as line and project manager in Czech Telecom. He is certified project manager according to PMP (Project ⮚ Management Professional) standard.
Partners Radek Levíček 25 years in mid and top management positions on B2B, B2C and ⮚ B2G markets. Experienced in sales and service management, strategic marketing, product development, operations, product and service deployment. From 1994 till 2018 employed as senior manager in Eurotel Prague, ⮚ ADW Třebíč, Asseco CE Praha, Klima Prachatice and PEBAL Nýřany. Business sector knowledge includes telco, agriculture, retail, IS ⮚ development, machinery and manufacturing. Recent focus on business innovations and production automation ⮚ (Industry 4.0) as well as product management excellence projects.
Horizon - Strategic transformation project and optimization of ► Telefonica O2 resources allocation. Contact: Louis Malvido - CEO Telefonica 02 ČR, currently CEO Aerolineas Argentinas, Rafael Asensio - partner Oliver Wyman. ASSECO CE a.s. – crisis management followed by successful ► transformation project of BERIT daughter company (GIS and TIS SW developer) after loss of key customers and dramatic sales drop). Contact David Stoppani, BoD member. Betterbrand – Project to establish and manage startup companies ► pool. Contact : Jana Vyhlídalová CEO. Reference ČEZ Group – Procurement transformation project and ► implementation of electronic procurement systems. Contact: Barbora Dvořáková, purchasing director for non-core materials and projects services. Autocont a.s. – Industry 4.0 division business model change, re- ► definition of value proposition and sales strategy. Contact: Jan Matúš, division director. ČEPS voice and data services – Tender managent consulting ► services in service procurement. Contact Lukáš Babjak - CIO, Aleš Zerzánek – Procurement director. Gulf Medical Co. – Transformation of service processes using cloud ► CRM platform in medical industry. Contact: M. Ismail, director Business Development.
Agenda Who we are 1. Value proposition 2. Customer profiles 3. How we work 4. Contacts 5.
The way we deliver consulting services helps companies: undergoing succession planning, consolidation, crisis, post M&A, transformation or cultural change and Our value aiming to preserve continuity during competency changes or to improve company performance through problems root cause identification, proposition change management and training, establish culture of continuous innovations and change. We do not follow „Best practice “ templates, we do not approach you with ready-made solutions and our outcome is not a Report but a CHANGE.
The way we deliver helps companies establish culture of change.
Our Value map Benefits: ⮚ We build a new company vision and change strategy together. ⮚ We enhance your company culture with focus on innovations and change. Products: ⮚ We teach people in your organization how to ⮚ Company identify issues and improve processes. weaknesses ⮚ We propose new technologies incl. identification. digitalization and automation. ⮚ Business model ⮚ We teach people to communicate assessment. and manage better. ⮚ Company vision and change strategy. ⮚ Management training during the Issue resolution: ⮚ We bring personal, authentic change. ⮚ Internal change experience and proven track record. ⮚ We bring interim experts incl. Industry management. specialists. ⮚ We communicate efficiently with managers and employess alike.
Agenda Who we are 1. Value proposition 2. Customer profiles 3. How we work 4. Contacts 5.
Customer profile : Goals Succession ⮚ Company has a clear and accepted future vision and strategy. ⮚ All stakeholders accepted the change. ⮚ Company is in „good hands“. ⮚ Company performance is on the same or higher level than before the change. ⮚ Search and evaluate motivation and competency of a successor. ⮚ Make all stakeholders agree on a new ownership and operational model. ⮚ Develop skills and competencies of a new management team. ⮚ I do not want to loose respect of my ⮚ Change company customers, employees and partners. management model. ⮚ I am not sure how to proceed. ⮚ Define suitable strategy for ⮚ I am not willing to invest so much of my a transition period. Tasks time and energy. ⮚ Our family tradition limits my decision making options. ⮚ I do not see a suitable successor. Issues ⮚ I need an outside view from an industry specialist.
Customer profile : Company in crisis Goals ⮚ Company is financially stable. ⮚ Company is fully operational. ⮚ Management team is competent and stabilized. ⮚ Crisis management is over. ⮚ Stop loosing money. ⮚ Restructure company assets. ⮚ Adopt crisis management. ⮚ Change company management. ⮚ Re-gain trust from customers, employees, partners. ⮚ Company is loosing its financial stability thus market valuation. ⮚ Not sure how to proceed, what to do first. Tasks ⮚ I do not trust current management. ⮚ I am not able to manage Issues the company myself.
Customer profile : Post M&A ⮚ Company has confirmed strategy in line with Goals a Group. ⮚ Operational impact of M&A is minimized. ⮚ All stakeholders accepted the change. ⮚ Company performs better and contributes to a Group growth. ⮚ Identify differences in ⮚ New owner achieves planned benefits. business culture and processes. ⮚ Achieve a common agreement with all stakeholders. ⮚ Define correct strategy for a transition period. ⮚ Develop skills and competencies of a ⮚ Company performance during the merger/takeover should not be new management team. ⮚ Change company impacted. ⮚ Not sure how to proceed. management model. Tasks ⮚ We do not know a suitable team in CR to manage the marger/takeover. ⮚ We do not know local business culture, legislation, working habits. Issues ⮚ We need an outside view from an industry specialist.
Customer profile : In need of a clear digital strategy ➢ Company strategy relies on digital technologies to achieve its business goals. ➢ Management is able to implement new business models to increase profits, market Goals position. ➢ Our company possess skills and capacity to manage operation and deployment of new technologies. ➢ Evaluate and embedd avaialable technologies into company strategy ➢ Ensure sklil, capacity to implement ➢ Promote internal acceptance ➢ Deploy new business process and build internal knowledge ➢ I miss knowledge of all possible and capacity to operate useful technologies. ➢ Our company is lacking sklils and Tasks experience in implementing latest digital technologies. ➢ I am afraid our people would be reluctant adopting the latest Issues technogies.
Agenda Who we are 1. Value proposition 2. Customer profiles 3. How we work 4. Contacts 5.
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