Each effort starts by understanding the client’s desired business outcomes. Whether it is a tactical effort or skill that’s needed, or a strategic effort or transformation program, we want to align our resources to the desired outcome. Dabahn brings to clients the experienced resources in the industry, domain and function that can drive results. Proven resources that talk from practical experience how to drive outcomes and navigate the potholes.
Dabahn’s on-demand model enables us to pull in the right resource at the right level of effort to support your program. We can provide part time and full-time commitment of out talent as well as flexible duration. As we do not have to “clear the bench” – we are putting the best-fit consultant into each role. The Dabahn model provides our clients a compelling business case to get the top tier talent they need.
Dabahn consultants help clients plan and make those first steps to help programs gather momentum. Hitting the ground with experienced personnel enables us to map out the right plans, align resources to them, and start delivering value. Whether a new transformation project, an interim executive role, or augmenting a team – aligning the right resources (experience and cultural fit) are essential.
Dabahn spends time up-front to align the fitment of experience and personality to the project or company objectives to ensure our efforts align to targeted outcomes.
For a PE carveout acquisition of a global marketing analytics company – Dabahn developed the full technology infrastructure, support & operating model including the sourcing, selection, and negotiation of their outsourcing partner. The outcome was a successful TSA exit standing-up the company on schedule and to a lower than budget target IT operating model.
For a PE carveout of a computer technology manufacturer from a large global entity – Dabahn led setting up and running the Separation Management Office and lead both sides of effort: separating the newco from the parent and in standing-up the newco. Dabahn led efforts in IT operations, Finance, HR, Sales and marketing operations, procurement and logistics.
Global Building Products Company – designed their multi-country GBS operations of over 3000FTE. Then led the outsourcing assessment, sourcing, negotiation, and transition of the GBS including up-front monetization of the operations. Included all IT, HR, Procurement, HR, Finance, legal, and customer support. Negotiated deal was $1BN+ TCV.
Global packaging manufacturer in 40+ countries – led the transformation of their IT, Finance, and HR delivery strategies including new systems selection, re-alignment of internal and external sourcing / shared services operations and delivery partners, and enterprise KPIs.
For global business services company – led in the stand-up of this carve-out (newco was public). Led in assessing, selecting, and standing up new systems tools, processes, and policy for procurement, HR, Finance, OTC, and IT operations. This included the selection and negation and new ITO and BPO partners. Led in contract novation and cleanup of legacy issues. Also led in defining and setting up new client service offerings and technology to support them.
For a PE owned global digital marketing agency – developed their M&A integration playbook and then led integrating multiple acquisitions. Led developing their new IT and business operations models to enable them to scale to an upper mid-market company.
For a top Property management and investment company (approx. 50K units and commercial) Dabahn assessed their operations to scale and drive out cost while improving customer experience. Led efforts in process definition, organization structure, and technology for procurement, customer service, finance, property operations, finance and IT operations.
For a PE Medical Products carve-out – led in separating and standing-up the newco to align and TSA exit key dates. Areas led were all IT operations (internal and outsource selection through transition), HR, Procurement, customer service, facilities, labor management and manufacturing.
For a PE held consumer & business services company going through dramatic growth – led the design of their IT and business operations models to enable cost efficient and scalable operations and enabling their aggressive acquisition plans. Supported over 10+ acquisitions into the model. This architecture included a high degree of mobile (fleet and remote locations) technologies to support customer onsite operational capability.
For a privately held consumer financial services company – led in the restructuring of their IT operating model to drive out costs while improving quality of services. Also led in the sourcing of multiple new technology platforms and the outsourcing of none core IT support operations and customer service. Support over 1300 locations. Reduced targeted opex areas by 70%.
Major Non-profit – led assessing over 15 operations areas then restructured them to drive higher performance while reducing costs enabling funds to be reallocated towards their advocate areas. Areas included warehouse / fulfillment, print / mail operations, facilities, HR, Customer Service, Finance. Sourced and negotiated $1BN services and support deals reducing opex by over 50%.
Global Insurance Company – led in restructuring their procurement operations and organization including selecting new S2P technology platform to gain control on all spend including insured provider contracts. Also led in rearchitecting their statement / print-mail operations from an internal to a hybrid in/out-sourced model driving opex down dramatically.
For a PE owned global travel services company – led in defining and setting up their Transformation Management Office (TMO) and then identified and executed a number of TMO projects to drive operational efficiency, improve customer experience, and improve quality of operations. Key programs occurred with core business operations, customer service (including selecting and deploying a new CRM), and order-to-cash, and re-aligning organization structure to better support their customer base.
Our network has thousands of consultants, business leaders and operations and technology SMEs and is continually expanding. Our consultants and industry leaders have worked with many peers and clients over the years contributing to our network. We perform bespoke reviews for each role assessing our current network and when to expand.
Because of our agile model many consultants come to us because of the opportunities we can provide.
