Case Studies
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Case Study
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Multi-Site Enterprise Transformation & Procurement Realignment
SCOPE
20+ locations | enterprise operations | procurement turnaround | 90-day stabilization
SITUATION
A multi-site healthcare organization was operating under fragmented processes, unclear
accountability, and inconsistent procurement practices. Daily operations were slowed by
approval delays, unclear sourcing structure, and lack of coordinated supplier oversight.
OBSTACLES
- Unclear governance and decision rights
- Outdated approval workflows
- Lack of cross-functional alignment
- Disconnected procurement, contracting, and value analysis processes
- Manual, error-prone purchasing practices
ACTIONS (Aligned to Enterprise Operations)
Governance
Clarified ownership, decision rights, and escalation pathways across procurement and operations to restore accountability and streamline execution.
Operations
Redefined roles, strengthened span of control, established clear responsibilities, and aligned processes across all sites.
Technology
Standardized intake and purchasing workflows, improved transparency, and created system-level visibility into approvals and spend.
Culture
Created cross-functional alignment between procurement, operations, and clinical partners;
established shared KPIs and unified workflows.
Performance
Built dashboards, measurable KPIs, and reporting mechanisms to track outcomes, monitor
compliance, and drive consistent execution.
RESULTS
01
Cleared $18M in outstanding POs, improving financial clarity and reducing operating risk
02
Cut procurement cycle time by 42%, from 12 days to 7 days
03
Improved supply availability by 28% through stabilized purchasing workflows
04
Standardized procurement across all locations, increasing compliance from 61% to 94%
05
Reduced rogue and emergency spend by 33%, improving budget predictability
Integrated SIOP, Analytics & Forecasting Optimization
SCOPE
Mid-Size Organization | Manufacturing + Healthcare Hybrid | Analytics and Forecasting Redesign
SITUATION
The organization struggled with disconnected planning teams, inconsistent demand signals, and
unreliable forecasting. Inventory swings, supplier delays, and communication gaps created
operational instability and cost variability.
OBSTACLES
- Lack of real-time data and forecasting visibility
- Siloed planning functions
- Disconnected communication between supply chain, finance, and operations
- No unified planning cadence or measurable accountability
ACTIONS (Aligned to Enterprise Operations)
Governance
Realigned decision-making roles, created unified planning cadence, and established leadership oversight for SIOP integration.
Operations
Standardized planning workflows, defined inputs/outputs for every team, and created a repeatable enterprise planning structure.
Technology
Implemented advanced analytics for demand forecasting, capacity planning, and scenario modeling.
Culture
Aligned cross-functional teams around a single forecast and unified performance expectations.
Performance
Created real-time dashboards and KPI tracking for inventory, forecast accuracy, and site-level performance.
RESULTS
01
Increased forecast accuracy by 34%, improving alignment between operations, finance, and supply chain
02
Reduced inventory volatility by 29%, improving cash flow stability
03
Lowered stockouts by 22% through integrated planning and forecasting
04
Improved planning cycle time by 37%, moving from ad-hoc planning to a unified cadence
05
Enabled capacity planning for 2–3 year growth, reducing emergency overtime and urgent procurement
Post-Merger Integration & Organizational Realignment
SCOPE
M&A consolidation | enterprise alignment | functional integration across systems
SITUATION
A high-growth organization was consolidating multiple acquired entities with independent
workflows, duplicated roles, inconsistent processes, and unclear reporting structures. The
organization lacked a unified operating model and struggled with resource allocation.
OBSTACLES
- Fragmented org structure
- Inconsistent leadership practices
- Duplicative roles and conflicting processes
- No unified enterprise operating model
- Operational risk during transition
ACTIONS (Aligned to 5 Pillars of Transformation)
Governance
Redesigned enterprise structure, consolidated duplicated roles, clarified decision rights, and aligned reporting across functions.
Operations
Standardized key workflows across finance, procurement, operations, HR, and support services to create a unified operating model.
Technology
Integrated systems, consolidated platforms, and implemented shared enterprise tooling.
Culture
Unified leadership expectations and standardized communication practices across all acquired entities.
Performance
Created system-wide KPIs, integration scorecards, and measurable milestones to track progress and maintain accountability.
RESULTS
01
Integrated 9 acquired entities on schedule with zero service disruption
02
Reduced operating expenses by 14% through elimination of duplicative roles and harmonized processes
03
Captured $11.2M in synergy value within the first integration cycle
04
Increased cross-functional visibility and reporting accuracy by 47% after system consolidation
05
Established a scalable enterprise operating model, supporting future acquisitions without added overhead
Looking for transformation leadership that drives measurable results?
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