+64 21 67 44 59
Strategy, Performance Improvement & Organisational Development
STRATEGY & EXECUTION
Simon Aimer's Consulting Firm
Combining the "hard" quantitative disciplines of classical strategy with a deep understanding of social organisational reality to help organisations address complex or unusual issues or opportunities, set clear priorities, compete and flourish.
WHO WE ARE
Strategy, Performance Improvement & Organisational Development
Despite the reference to "we" and "us" the firm primarily serves as the professional advisory vehicle for Simon Aimer who started his consulting career with the Boston Consulting Group before experiencing life as a senior executive of an established business, as the founding MD of a dot com start up, and as a VP of a PE/VC player. In 2007 he returned to consulting, with Strategy & Execution Limited.
If you engage Strategy & Execution you are engaging Simon. That said, he is assisted by Bridget and sometimes James, brings in other associates as required to best meet client requirements, and often collaborates with other firms or specialists.
Most of our clients are in New Zealand and Australia but we also find ourselves engaged in the Pacific, Asia, and occasionally the Americas and Europe.
Want to learn more?
Read on...or just email simon.aimer@strategyandexecution.co.nz or call +64 21 67 44 59.
SIMON K. R. AIMER
BE(mech)(Auckland) MBA(ESCP-EAP Paris) MA(Psych)(Columbia NY)
EurIng CEng(UK) FIMechE FEngNZ CMInstD
Simon’s early career saw him based in the UK, Denmark, New York and North Carolina as Senior Mechanical Engineer for APV plc (now SPX Flow) before gaining a place in the MBA programme of ESCP EAP Europe in Paris: the leading French Grande-École for postgraduate business studies (first B-School in the world if you care about that sort of thing).
Graduating top of his MBA year he spent five years with the Boston Consulting Group, from where, having been promoted to Manager/Principal, he accepted the New Zealand based positions of GM Strategy and Marketing for the TVNZ Group and founding Managing Director of their digital/ online ventures.
Having successfully established this ground breaking and award-winning web business Simon was recruited as VP & Business Development Director for Rubicon, with a focus on Private Equity/Biotech/ VC investment prospects and managing a troubled mix of South American assets for value through to exit. With this done, in 2007 Simon returned to consulting, establishing his own practice in the areas of strategy formulation, organisation, performance improvement, and effective execution.
In 2013 he completed his MA in Social Organisational Psychology at Columbia University, New York. His research focus was system psycho-dynamics, Organisation Development and Change Leadership.
He is a former member or chair of several boards including A.S. Wilcox, Madison Group, Fletcher Challenge Forestry Argentina SA, Rubicon Forest Investments, Auckland City Investments Limited, Metrowater, Play It Strange Trust, IPENZ (now Engineering NZ), 95bfm, and numerous internet related entities.
Having served in NZ and the UK as a soldier he is now an active Reserve Naval Officer. In 2017 he completed a deployment attached to the UK Royal Navy conducting counter piracy/ counter terrorism operations in the Middle East.
Simon’s clients speak of his strengths in unique or “without precedent” challenges, and of his ability to "distill complexity", often achieving fresh and profound insight and clarity for owners, boards and executives about the priorities for their business.
BRIDGET M. MORAN
BA(Auckland) BCom(Auckland) GradDipBus(Auckland)
Canadian by birth, Bridget's early career was UK based with a focus on industrial products marketing and distribution. After extensive work and travel across North America and South Asia, and a period in France, she took up executive roles in financial services sales and marketing in New Zealand.
In the late 1990s she branched out on her own, offering consulting and advisory services focused on marketing, marcoms and related projects. In 2002 she incorporated BMM Limited as the vehicle for these services, which later changed its name to Strategy & Execution Limited.
SOME EXAMPLES OF OUR
WORK
BUSINESS UNIT STRATEGY
Following acquisition of a large consumer and industrial concern (Revenue and Market Cap both over $2 billion), Strategy & Execution was engaged to re-evaluate the prospects and focus of a major BU. Work lead to a radical change in segmentation, pricing, sales focus and service levels. We thought the client was slow to implement but in hindsight they did a solid job, took the organisation along with them, and created a lot (!) of value.
FUNDAMENTAL BUSINESS MODEL REVIEW
Concerned with deteriorating returns the board of this multinational business sought an assessment of the basic cost structure. We were able to show that management was right - there was no structural "silver bullet"...but also set out a much crisper and more urgent agenda for each of the 20 profit centres that would deliver a mix of immediate and longer term value gains, and improve capabilities around strategic focus and execution effectiveness.
REORGANISATION
The client already had a lot of knowledge and experience in how to manage organisational change but sought Strategy & Execution as a trusted and objective participant familiar with the industry, issues and opportunities. We were able to empathise with a range of perspectives and were trusted to have the "hard conversations" with all levels from field crews to directors. We provided peer review, insights from other organisations, advice on the change process, and ensured the changes were both principled and pragmatic.
NEW PRICING STRUCTURE
Following mergers and changes in industry dynamics a NZ based primary products player had evolved a complex pricing and cost recovery structure with many anomalies and diminishing margins. With inevitable winners/ losers there was reluctance to risk change. Strategy & Execution designed the analysis, compiled the data, and crunched all the numbers. Together (consultant, executive and board), we made the right trade offs between hard choices and implementation risks.
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LEADERSHIP ALIGNMENT
A major Australasian hospitality and tourism concern had gaps in its strategic alignment and execution focus after various departures and promotions. Simon reviewed plans, conducted phone and face to face interviews with BU heads and then convened a half day heart to heart chat among the C-suite. The result was some tough business and interpersonal realities confronted and renewed consensus about the priorities for success.
PROJECT EXECUTION EFFECTIVENESS
We have been engaged in WA, TAS, VIC, NZ, NSW, QLD and New Caledonia to assist in improving project or project portfolio productivity. These engagements have typically been major capital works ($100 million to $15 billion) or asset management programs, typically in energy, utilities, infrastructure and resources. Where there is appropriate commitment from the client, radical changes in results have been achieved through relatively minor but targeted changes in organisational arrangements such as RACI, performance measures, and performance management disciplines. Strategy & Execution typically co-creates these changes with client teams and then "coaches them in" with appropriate interventions from the top of the hierarchy down.
PROJECT PORTFOLIO EVALUATION
In seeking a more sustainable, long term environmentally aware dimension to their business, the client had an array of projects, initiatives and options. The picture was confused by different interests, histories and assumption sets within the business competing for funding. Strategy & Execution brought rigor to understanding the decision criteria and the economics, risks and drivers of success at a time when option limiting choices and capital commitments were about to be made.
DEEP CHANGE BLOCKER ANALYSIS
A global Pharma player confronting regulatory and ethical pressures for change was struggling to see plans implemented and supported despite significant "big firm" transformation support. Strategy & Execution assisted senior OD professionals get a deeper and more nuanced appreciation of what was "really going on" and what to do/ not do as a consequence.
CAPEX PLAN ASSESSMENT
Confronted with a $600 m plus capex plan from a portfolio investment, the board wanted confidence it really understood what it was being asked to agree to. Strategy & Execution worked through the details and was able to simplify and communicate the plans to the board.
INTERNATIONAL POST MERGER INTEGRATION
A UK based multi-national manufacturer acquired a Danish based competitor. Simon worked alongside the Danish acquisition to transfer and integrate operations, realigning technical and managerial arrangements.
AGGRESSIVE COST REDUCTION
Not something to be tackled lightly but occasionally tough realities must be confronted and decisive action taken: for example a large central european manufacturer, confronted with new return expectations and widening market opportunities, embarked on a radical review of organisation and resourcing. Simon undertook a first principles study and developed the requisite organisation.
PROFESSIONAL SERVICES FIRM DIRECTION SETTING
Strategy & Execution has worked with partners of several firms spanning Architecture, Law, Medicine and Financial Services in the difficult nexus between organisational, professional and personal objectives, work styles, performance management, growth and succession. These engagements may just be a single afternoon, or can be deepened with stakeholder interviews, targetted analysis or follow up support.
M&A SUPPORT, VALUATION, DUE DILIGENCE, INTEGRATION
We have helped many clients on the sell or buy side of corporate activity. We have worked at all phases as required, from initial strategy and screening, negotiation support, valuation, deal structuring, and even ComCom submission preparation. We have also undertaken integration planning and supported newly combined entities in realising the deal potential.
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STRATEGY AND ORGANISATION REVIEW
On several occasions a new CEO or owner wanted an independent assessment of the businesses issues, opportunities, capabilities and limitations, helping them confidently set the right agenda in their first 100 days.
...AND SO MUCH MORE
These examples refer to only a small sample of actual engagements: our best work starts by listening and studying to understand what the real question, issue or opportunity is - not with a generic assumption about requirements or methodology. Often this alone brings clarity about next steps and a decision that only a light or targeted consultant involvement is required. Other times we can readily agree on the initial work and review what we learn and where the best value impact lies as we progress.
FAQ
WHO HIRES YOU?
Clients are typically Boards, CEOs or BU heads of major NZ, Australian and global organisations and smaller high growth or professional services concerns. We have also been engaged by investor interests, consortia, NZ Treasury and other agencies.
DO YOU SPECIALISE IN A SPECIFIC INDUSTRY?
No. Industries addressed have included mining, resources, construction, manufacturing, forestry, forest products, distribution, retail, brewing, cement, numerous building products, seafood, meat, mortgage lending, life insurance, retail banking, media, telecoms, electricity generation, transmission, retail and distribution, gas, utilities, FMCG, professional services, government, military, wine, healthcare, pharma, agri-products, innovation/ high technology, rail, airlines, private wealth investment, oil and gas, ports and numerous others.
HOW HIGH ARE YOUR FEES?
Lower than BCG, Bain, McKinsey or most QCs, but like them we compete on value, not price. Accordingly we need to be sure we are the right resource for your issues and opportunities - delivering outstanding value is what motivates us.
MAYBE YOU CAN HELP US, SO WHAT NEXT?
Give Simon a call on +64 21 67 44 59, or email him to set up a discussion by phone, video conference or in person. He can listen, answer any questions, discuss your needs and then we can see what makes sense from there. No preparation is necessary on your behalf but if you have a detailed brief or RFP we can respond to that too.
HOW DO YOU USUALLY OPERATE?
Engagements can be as short as a half day session but are more typically spread over a month or two. Often with significant periods working on site with your people, but also with flexibility in the schedule so fees aren't being run up during "soak time", data collection, accommodating stakeholder timetable demands and so forth. For analysis or research intensive work we may do much of it from our own offices, but for other tasks we work everyday alongside client executives or project team members.
Client relationships have spanned years, but we believe a consultant is only as good as their brief, so we recommend a phased approach with clear objectives and regular review of progress, relevance and value.
WILL YOU WORK FOR ANYONE?
No. Our clients are screened for values, commitment to dealing in truth, and the potential for us to help. That said, we have taken on some very dysfunctional challenges and stuck with them on the journey they have needed. We have also had some great clients who we have actively scaled back our involvement with because we think they will be better served by less consultant dependency, or by a fresh or different advisor perspective.
Occasionally, as a consequence of work done with other parties, there may be a real or perceived potential conflict of interest with a new client or even a new area of interest with an existing client. In such cases Simon may have to discreetly ensure all parties are comfortable, or decline to be involved: professional obligations take precedence over new business.
ARE YOUR CLIENTS LEADERS OR LOSERS?
Really successful businesses are often looking for versatile talent, and to make things happen even more quickly; or they are rapidly trying new business models or markets - so they can have a strong fit.
Strategy & Execution Limited does, however, also get contacted by organisations that have experienced persistent frustration in realising their aspirations: the traditional business planning, cost cutting or HR centric disciplines, or large consulting firms with their teams of juniors, don't seem to have really come to grips with what is blocking progress - is it industry issues? personalities? culture? fundamental economics....? These clients can show the most courage and achieve the most rewarding progress.
WHAT'S YOUR METHODOLOGY?
What's your issue or opportunity?: not entirely a facetious answer - call and we can talk about it if you're really interested.
YOU HAVEN'T MENTIONED "TRANSFORMATION", "DIGITAL", "BLOCK CHAIN", "CLOUD", "BIG DATA", "AGILE", "DISRUPTION" OR "AI". HOW COME?
Many consultants cloak their work in jargon and like to instill fear and a sense of inadequacy in their clients and prospects by alluding to secret specialist knowledge. This may tell you the consultant is insecure and has ego needs that could interfere with really delivering what you need, or maybe they really are drunk on their own kool aid. Oh, and to a fool with a hammer all they see are nails...but yes these things can all form part of our work with clients when appropriate.
SO WHAT SORT OF CONTRACTUAL RELATIONSHIP IS INVOLVED?
Sometimes a fixed fee works best but with most clients we agree fee and time expectations and then we work to that, charging only actual time, and where relevant, expenses for actual travel and the like.
This means as the work progresses the brief can be refined and frequently results in achieving most of the objectives more quickly / cheaply than anticipated, and retuning the brief and next steps accordingly. Where required, vendor registration or standard engagement terms imposed by clients are seldom an issue. The best arrangements allow the client to defer or terminate the work at any time without any further fee commitment, and ensure that there are no surprises over cost.
Many of our clients come back over the years and an email or phone call is generally all that is required by either party.
CONFIDENTIALITY?
Absolutely!
TESTIMONIALS?
See Confidentiality above...but in any case these are a bit cheesy - you can assume they are hand picked rather than randomly representative so they somewhat insult the discriminating rationality of the reader. See References below.
REFERENCES?
If you are in New Zealand, just ask around about Simon Aimer or see who you have in common on linkedin and talk to them. If you are further afield or looking for something specific talk to Simon and chances are we will find someone relevant who we both know and you can trust.