Work We have Done
Anser directors have significant experience working with a diverse range of organisations in a variety of industries. The following examples demonstrate the kind of work that we have typically been involved with.
Assisted a statutory marketing organisation with assessing options available for value-chain efficiency and optimisation. This included the development of detailed options papers tabled at the Board level for consideration and approval. This work culminated in the development of a business strategy for the organisation.
Development of a dashboard reporting framework and tool for a statutory marketing organisation to assist senior management in gauging performance at various stages in the value-chain.
Conducted a review of the procure to pay processes for a major international oil & gas company. This resulted in improved tracking and turnaround payment times of supplier invoices. It also included detailed documentation of enterprise-wide based ERP procedures.
Assisted in the development of management and operational frameworks for a geotechnical engineering consultancy firm. This included the assessment of their business management system and the development of detailed process documents for their laboratory services.
Development of a Business Strategy for a not-for-profit organisation. This organisation has experienced declining funding availability and required a business plan to help direct the organisation to become self-sustaining.
Assisted an electricity distribution network utility develop and implement an operating framework that delivered threefold increase in productivity which was tracked through benefits realisation.
Lead an important organisation and process change project for an electricity distribution network utility to manage a significant maintenance works programme within the confines of available resources, budget, and conflicting work demands.
Helped a major grain bulk handling business define the future-state business processes for their trading and marketing functions in readiness for a new systems implementation. This will result in measurable improvement in business performance, as well as a technology landscape which is more flexible, and less costly to maintain.
Assisted a significant WA-based iron ore producer identify value drivers to help drive costs down and levers to increase production. This involved the development of a model and framework of key performance indicators to track these drivers.
Development of a business case for accommodation expansion at a training facility for a major a major electricity network utility, to address a significant shortage in space required for training an growing workforce.
Helped an iron ore producer select a new budgeting and forecasting system by understanding key business requirements, developing brief RFP for vendor, developing evaluation criteria and vendor selection through demonstrations. The aim is to improve the existing ad-hoc, disparate processes resulting in budgets with minimal linkage to cost and value drivers.
Assisted a WA-based iron ore producer develop a KPI framework and governance model. The KPI framework provided a single set of rules by which KPIs are defined, decomposed, aggregated and delivered consistently and timely. The governance model provided a set of quality control disciplines for managing, using, improving and maintaining KPI information in the organisation.
Helped a WA-based iron ore producer develop a KPI Dashboard that involved the visualisation of the Executive and General Manager level KPIs. The visualisation is a working prototype that shows KPIs that are refreshed on a monthly basis.
Development and implementation of a management framework for a division of a major electricity network utility. This resulted in significant improvement in the utilisation of available resources (plant and human resources) through improved planning and streamlined business processes.
Assisted in a review of the WA Electricity Market and the financial issues impacting the major electricity generator. This review covered a wide range of matters impacting the industry in WA.
Helped a major electricity retailor effectively eliminate duplication and streamline inefficiencies identified in their Pricing & Forecasting function. It included process design, organisation impact assessment, development of organisation structure and transition planning. It involved the centralisation existing disparate pricing and forecasting functions.
Assisted a major oil and gas company to review their finance function and assessed their capability to support the upcoming major capital projects. The project included a review of finance requirements and the identification of key critical gaps to be addressed.
Assisted a major university in a review of their Finance and Administration function leading to the development of a new service delivery model and improved business processes. This work included transition planning, organisation structure sizing and change management.
Helped in the finance function transformation of a major UK-based telecommunications network utility. This involved refinement of key business processes for optimum performance. The transformation project undertook a thorough review of the entire organisation and made specific recommendations for creating a more effective, fully aligned team.
Assisted a major UK-based telecommunication network provider realise significant savings (Procurement to Pay) and increased revenue (Cash from suppliers) through a review of their procurement trading controls. It included a review of the key trading processes in order to identify, and subsequently tighten, areas of weak control.
Helped a major educational services and learning solutions provider conduct a software selection exercise for the group of companies. The primary focus areas were the ability of the solution to consolidate multiple companies (including foreign entities) and the ability to support centralisation of finance functions.
Helped two major gold producers develop future-state business processes and functional requirements for a new Enterprise Resource Planning (ERP) system. It also involved the development of a business case justifying costs and benefits.
Assisted a major chemicals and fertiliser manufacturing business develop future-state business processes for the ERP and Customer Relationship Management (CRM) systems in the Chemicals division of the business. It involved systems implementation and change management activities.
Helped with the merger integration of two major gold producers. Key activities included the development of streamlined integrated business processes for a newly combined group including exploration, project development and corporate development.