Results

Empowering Our Clients to Succeed

At New Dominion Consulting, we equip our clients with the tools and mindset to meet their strategic business goals. Their success is theirs alone; we guide them in the right direction, and they achieve results. Here are some examples of our work in action.

Our client, a private equity-backed software company, acquired smaller software firms and integrated those into the larger firm, allowing them to continue operating as they had before the acquisition. This dynamic resulted in highly inefficient operations and procurement practices, reduced profitability, and required a series of working capital investments from the private equity owners.

The private equity firm brought in new management to improve working capital situation at the software company. We worked with the company to eliminate redundancies, renegotiate contracts, and rationalize acquisitions. These changes increased annual free cash flow by $11.2 million to meet debt obligations and cash flow targets.

A mid-sized, publicly traded American manufacturing company had grown substantially through organic expansion and acquisition. When they engaged us, the company was composed of seven subsidiaries, which had all been independent operating companies at some point over the previous six years.

Although the company had exceeded revenue growth targets, it had fallen short of shareholder expectations for profit growth. We developed and delivered initiatives to unify the seven separate supply chains, improve service delivery, and increase strategic alignment with key suppliers, resulting in $10.6 million in annual savings.

When a Berkshire Hathaway subsidiary that specializes in manufacturing steel products for the retail industry hired us, the company was facing pressure from customers to reduce their carbon footprint and report those improvements. Those demands stemmed from customers wanting to fulfill their Scope 3 environmental sustainability program requirements, which include understanding suppliers’ carbon emissions.

However, our client was not tracking emissions and had no plan to reduce emissions. To remedy the situation, we led an initiative to document their product’s lifecycle carbon footprint and identified opportunities for reducing emissions by more than 20%.

When a private equity-owned software company in the automotive industry was underperforming financial expectations, the private equity firm hired us. We led initiatives to reduce the company’s cost of goods sold (COGS) by $22 million through operational efficiencies, supplier rationalization, and direct supplier negotiation.

When a division of a multinational medical equipment manufacturer was being prepared for divestiture, the unit became a wholly owned subsidiary of the parent company to become more attractive to potential buyers. The transition included developing a strategic procurement plan.

To help the client become a standalone company, we designed and developed new category strategies across major spending areas. We also assisted the client with improving the quality of services delivered and achieving $3 million in annual cost savings.

When a Fortune 500 company in the food and beverage industry engaged one of the Big Three strategy consulting firms to evaluate the company’s supply chain strategy and recommend improvements, the firm hired us as a sub-contractor to conduct a series of “voice of the supplier” interviews and workshops.

Through this process, we identified opportunities for improving operations and strengthening relationships with critical suppliers. We also identified concrete actions the company could take to expand relationships with key alternative packaging companies to reduce purchases of single-use plastics and meet corporate sustainability goals.