How a Data-driven Approach Can Quickly Tackle Business Issues

Interim managers often play a critical role in major corporate transformation programmes such as turnarounds, post-merger restructures and systems implementation. But, as data specialist David Wilks explains, interims can also bring their specific, often unique skillsets to solve particular business issues in a fast and highly focused way.

David is a former KPMG senior manager who supported a wide range of commercial clients across many Industries . As an interim, he combines strong tech skills with high-level commercial awareness, using data and algorithms to solve a broad range of business problems. His process, however, is about much more than on-screen analysis and coding. It’s a practical, boots-on-the ground approach, working closely with teams across multiple functions. 

A recent case in point involved David working on an assignment for a £300m turnover private equity backed specialist facilities management company, as he explains: “They were seeking rapid expansion of both turnover and profitability, and the key to realising that vision was to join up the business units that were operating independently – both in technical, operational and management terms”. 

“A crucial pain point was the substantial amount of staff time needed to manually enter information into numerous job portals, provide evidence of work completed and receive payment. We estimated that removing this problem could enhance overall profitability by 0.5%, making it a significant contributor to the intended EBITDA enhancement.”

Being an interim, I think there’s an advantage because you’re seen as more independent and people are willing to speak more freely with you.

Bringing together data and human insights 

David gathered and analysed the data that was available across the organisation to identify where technological improvements could be made.

“I then travelled all over the country, meeting employees across different functions, gathering their insights and mapping out the wider issue involving the company’s quote-to-cash process,” he adds. “Being an interim, I think there’s an advantage because you’re seen as more independent and people are willing to speak more freely with you.” 

He put together a data report and detailed process maps which were presented to the firm’s board and private equity backer, outlining the issues, what needed to change and how best to do it. In fact, these were presented in such a clear and elegant manner, they became known as the ‘Sistine Chapel’.

Finding the answer – then delivering, fast 

The board approved David’s approach. He then project managed the development of a technical and business solution, taking ownership to bring the company’s portals together, increase automation and improve the quote-to-cash processes. 

Every week, David reported his progress to the C-suite and ensured the solution was delivered and tested before handing it over to the business. 

The entire project took just three months and has trailblazed the way to significantly improve operations and profitability.

Early involvement reaps the best rewards 

One of the keys to success in rapid improvement projects like this is to bring in the expertise as early as possible. 

“You need the experience at the start to get things moving – that’s where the strategy comes together with the data,” he says. “You want someone who can do that strategy piece and work with the data you have (even if it’s not complete) to fully understand the challenge and put a solution in place. Once you’ve got the answers you can then either deliver it yourself or hand over to hand picked employees to crank the handle – you shouldn’t be hiring an interim just to create some dashboards for you.” 

David says that sometimes businesses can be reluctant to use interims for a number of reasons, including perceived costs. But interims are far less expensive than using a big-four consultancy firm or even hiring someone permanently. Plus, finding someone within an organisation or hiring someone permanently like David who combines both tech and business acumen and expertise, can be incredibly difficult. Most employees are on a linear career path and don’t see the value in working cross functional to deliver special projects. 

“Whether it’s finding efficiencies to tackle rising employment costs, creating a more sophisticated pricing strategy or cutting through the hype to find an effective AI solution, there are many quick-hit, data-focused projects that businesses can run to generate real value plus the ROI for the first project can support the business case for the next project,” he says. “You just need the right person with the right skills to do it.”