A well-known retail financial services business was going through a period of considerable growth, but its consumer operation was struggling to keep up.
This manufacturer’s head office team had lost faith in its Danish subsidiary. The operation based in Denmark was repeatedly failing to achieve targets and its financial planning was poor.
When the manufacturer of a well-known branded product in the paper industry found itself in difficulties, it needed to not only take radical steps to ensure the business stayed afloat, but also realised that in the long-term the company had to be sold.
Following the acquisition of a major automotive company in Germany, it was essential that the financial systems of the two companies were integrated as quickly as possible.