Tag: Digital Reinvention Practice

NDC Delivers on Promise for Major US Airline

P&C’s strategy continues to reap benefits. United Airlines’ executive speaks about its past, current, and future involvement in jointly mastering this major industry transformation. NDC allows them to make customers happy, personalize offers, and become true retailers.

New Technology Streamlines Passenger COVID-19 Compliance

A one-stop shop to meet COVID requirements securely and conveniently for airline travelers. P&C developed this app for our client, enabling passengers to demonstrate compliance with applicable health requirements and set the stage for the next generation of contactless check-in procedures.

Creating a Platform for Authenticated Travel

Responding to COVID-19, P&C developed this solution for IATA enabling airline passengers to demonstrate compliance with applicable health requirements, helping the industry recover over the near term and setting the stage for the next generation of contactless check-in procedures in the future.

NDC Platform Unites Airline Industry Players

NDC, or New Distribution Capability, represents a fundamental change in the travel industry: enabling innovation, personalization, and brand recognition within a single technology platform. P&C helped create the strategy behind this new approach to delivering airline content across multiple channels and bringing a seamless shopping experience to customers.

Ensuring a Seamless and Secure Return to Air Travel

To enable passengers to return to global air travel confident in their compliance with health requirements, P&C worked with IATA and member airlines such as Qatar Airways to develop Travel Pass, a convenient and secure solution across carriers and geographies.

Plaintiffs’ Law Firm Accelerates Its Performance for the Next Generation of Client Advocacy

Plaintiffs’ Law Firm
Accelerates Its Performance
For the Next Generation of Client Advocacy

Opaque, antiquated business processes combined with legacy technology and significant investments in under-performing practices were causing financial results to stagnate at this leading plaintiffs’ bar law firm.

P&C helped develop and implement an aggressive transformation program to increase revenues, reduce costs, manage risks, and ensure sustainable growth.




A Strong Reputation Is Not Enough When Performance Lags


Our client had a strong reputation for legal excellence and zealous representation of their clients in pursuit of equitable outcomes. Despite professional success, the firm lacked visibility into which business segments created value and was hampered by outdated processes and systems that eroded revenue, increased cost, elevated risk, and distracted attorneys from client service.

At the recommendation of their bankers, they turned to P&C to help pivot the firm, accelerate its performance, and thereby ensure its legacy of outstanding legal advocacy.


P&C Calls for a Rigorous Transformation Program to Address Multiple Issues


P&C designed and implemented a comprehensive transformation program with these goals in mind:

  • Optimize Business Mix: Shifting resources to the most profitable and highest future growth segments of the firm
  • Increase Revenues: Growing both legal fees and effective, appropriate expense recovery
  • Reduce Costs: Optimizing outlays related to technology, procured goods and services, and effective tax planning
  • Manage Risk: Revamping the insurance portfolio including professional liability, property and casualty, employee health and wellness, addressing cybersecurity, and responding to pandemic impacts
  • Build Capabilities: Developing processes, systems, and human capital

P&C Recommends and Implements Key Programs for Each Improvement Lever


P&C drove each of these workstreams on an agile basis, using mechanisms such as daily stand-up calls and remote collaboration tools to coordinate work and ensure progress across multiple organizations and functions. To ensure sustainable impact and continuous improvement, we upgraded the capabilities of the client’s leadership team by developing the skills non-attorneys who had potential but lacked requisite training, and identifying and replacing other staff members where required.

  • Optimize Business Mix

    • Increase the ratio of junior to senior attorneys given their higher margins
    • Shift legal staff towards practices with consistent track records and outlook for profitability
  • Grow Revenues

    • Drive growth in focus practices through targeted marketing, business development, and potential openings in new strategic markets
    • Use proven, effective technologies to streamline and maximize the recovery of client-related expenses including legal research, eDiscovery, and printing
  • Reduce Costs

    • Consolidate and streamline eDiscovery solutions and processes to reduce hosting expenses while improving the effectiveness of case teams
    • Redesign employee benefits plan and negotiate with carriers based on analysis of multi-year health claims and other actuarial data to develop a better plan at significantly less cost
    • Reduce technology and other procurement spend categories by focusing on the total cost of ownership across the lifespan of agreements, identify and retire costly legacy systems, and consolidate spend across vendors to obtain better services at less cost
    • Identify retroactive tax credits missed by legacy accountants and work with them to file amended tax returns to claim retroactive tax credits rightfully due to the client
    • Streamline travel and expense management through a new integrated system including a new corporate credit card and IT solution to enable straight-through transaction processing to their financial system
  • Manage Risk

    • Perform comprehensive review of the insurance portfolio including Professional Liability, Property & Casualty, and Cyber Security policies, consolidating and replacing brokers and carriers as necessary to address coverage gaps while simultaneously reducing costs
    • Harden IT infrastructure to mitigate the threat of network intrusion and data breach by locking down devices, replacing firewalls, cleansing account access permissions, updating password protocols, implementing multi-factor authentication, developing mobile device policies, purging obsolete data, and responding to incidents
    • Develop and deploy standard compliance policies and procedures including Grants of Authority, Procurement, and Conflict Check workflows to reduce waste, duplicative spend, and missed expense recovery opportunities
    • Respond to the COVID-19 pandemic by deploying a comprehensive suite of technologies to modernize document management and workforce collaboration systems while funding the program via available pandemic-related grants
  • Build Capabilities

    • Develop a bespoke business analytics solution to enable equity partners to gain real time visibility into firm performance, as well as drill down into specific practices, cases, and timekeepers
    • Implement modern Document Management System (DMS) to consolidate firm information onto a single, secure, accessible platform
    • Create and deploy a revenue forecasting process to provide a systematic view of expected cash inflows by practice and case
    • Restructure General Ledger and recompile historical results to provide a clear view of financial performance and trends by segment
    • Deploy IT helpdesk case management system to maximize responsiveness and improve support to legal teams and staff
    • Develop human capital by recruiting for critical staff positions and establishing customized learning and development agendas for select current employees

Transformation Program Results in $25M Annual Profit Increase


Taken together, these programs yielded an enormous benefit to the firm, generating $25 million in annual profitability improvements. The impacts were balanced, with roughly three-quarters stemming from revenue increases and the remainder from cost savings.

The improvements ensured that the transformation remained cash flow positive across our entire 18-month engagement. From the standpoint of our client’s leadership team, these benefits represent a near doubling of typical annual profits per equity partner.

Beyond these tangible impacts, the firm is now positioned for strong growth with a focused strategy, solid infrastructure of business processes and systems, optimized risk profile, and robust pool of talent. Their legacy of client service can continue to flourish.

*We take our clients’ confidentiality seriously. While we’ve changed their names, the results are real.

Continue reading

Differentiated Product Development and Launch: HygieneShield Fridge Freezers

Responding to a consumer need to affirmatively sanitize refrigerated foods, P&C worked with client designers and engineers to bring to market this superior technology using ultraviolet light. Insights-based product innovation supported by aligned manufacturing, distribution, marketing, and customer care yielded significant growth across their product portfolio.

Outsourcing Focuses Tech Company on Its Core

Tech Company
Achieves Significant Cost Savings
By Adopting a Stringent Outsourcing Strategy

A technology company that had experienced massive revenue and share loss in the previous 3 years sought P&C’s help implementing a transformation program with a stringent sourcing strategy. P&C evaluated outsourcing options for business processes and IT and made recommendations that achieved $85 million in annual cost savings for the company.




P&C Helps This Client Focus on Core Competencies & Determine Outsourcing Opportunities


Our Tech Company client had experienced massive revenue and share loss during the previous three years, though the company had conserved cash through significant cost reductions. Management developed an ambitious strategy to transform the company by refocusing the organization on core competencies.

The P&C team provided solutions to the following questions:

  • What should be considered for outsourcing?
  • What’s the best end-game option (best-in-breed vs. one-stop)?
  • How do we rush through Request-for-Proposal (RFP) and negotiations without leaving money on the table?

The sense of urgency was high because our client needed to sign a contract in less than 9 months; however, there were a number of complications:

  • The company was completely vertically integrated for core products
  • An “I don’t trust foreigners” mentality prevailed
  • 75% of the executive team were new to the job
  • Many in the company were skeptical of outsourcing due to past failures
  • The client was in the midst of a transformation of its business model


P&C Considered the Outsourcing Potential Along Its Client’s Value Chain & Used a Systematic Approach to Evaluate the Sourcing Potential for Each Division


  • Operations (engineering, procurement, manufacturing)
  • Customer service and support (CS&S)
  • Warranty and repair
  • Support functions such as Finance and Accounting (F&A), HR and IT
  • Set Strategy & Key Success Factors

    • Understand client strategy and resulting market positioning
    • Determine factors key to successfully implementing strategy
    • Understand management’s goals on the company’s future
  • Diagnose Internal Activities

    • Create detailed process maps of activities under consideration
    • Proceed along the company’s value chain, division by division
    • Evaluate each activity against industry benchmarks
  • Map Activity Strength & Strategy

    • Evaluate importance of achieving key success factors
    • Map against performance against industry competitors
  • Filter Against External Market

    • Determine if external market exists
    • Define set of potential sourcing partners
    • Assess risk of utilizing external market
    • Evaluate in-house solution, based on management-initiated turnaround strategy
  • Develop Sourcing End State

    • Develop action plan by and across activities
    • Assess high level organization impact
    • Objectively compare in-house vs. outsourced solutions with respect to risk/reward

Our Recommendations


Vendor Identification & Selection

  • Launch request for information (RFI) and thorough RFP process
  • Select potential suppliers based on agreed-to criteria developed with the client’s key stakeholders

Deal & Contract Negotiation

  • Execute thorough due diligence
  • Build base case model, normalize bids, and ensure price flexibility
  • Develop and negotiate service level objectives and service level commitments
  • Start deal promptly to stay within requested nine-month timeframe

Transition and Migration

  • Maintain focus on day-to-day responsibilities
  • Align organization with outsourcing effort

A Few Basic Takeaways Proved to be Essential:

  • Ground sourcing in company strategy
  • Determining relative performance
  • Assessing external market opportunities
  • Investing in a robust, multi-sourced RFP process
  • Addressing implementation issues early

Within 9-Months, P&C Created Significant Value For Its Tech Client, Totaling ↑75X P&C’s Fees


  • $8M in cost savings from IT outsourcing (ITO)
  • $25M in a one-time asset impairment write-off
  • $23M in cost savings from Business Process Outsourcing (BPO), including outsourcing 50% of Finance operations and 85% of Human Resources operations
  • Service levels at or better than current levels, including continuous improvement efforts

*We take our clients’ confidentiality seriously. While we’ve changed their names, the results are real.

Continue reading

Incuber un écosystème d’innovation en FinTech

Pour exploiter le torrent d’innovation des services financiers, P&C a positionné Société Générale au centre d’un écosystème de start-up FinTech tel que celui-ci développant des solutions innovantes pour les petites et moyennes entreprises.

Reinventing a Global Hospitality Leader

Our work with this client has spanned the gamut from business model redefinition to operational change and social responsibility commitment; this video highlights key changes including the transition to an asset-light lifestyle platform, the expansion to new geographies and lines of business, process responses to COVID-19, and community support endeavors.

Differentiated Product Development and Launch: HygieneShield Dishwashers

Responding to a broad consumer need to affirmatively sanitize dishes, P&C worked with client designers and engineers to bring to market this superior technology using high temperature water and steam. Insights-based product innovation supported by aligned manufacturing, distribution, marketing, and customer care yielded significant growth across their product portfolio.

Differentiated Product Development and Launch: HygieneShield Appliances

Responding to a broad consumer need to affirmatively sanitize food, dishes, and laundry, P&C worked with client designers and engineers to bring to market this superior technology using ultraviolet light and other natural mechanisms. Insights-based product innovation supported by aligned manufacturing, distribution, marketing, and customer care yielded significant growth across their product portfolio.

Moving Beyond Traditional Equipment Finance

We approach product innovation by thinking expansively about the full footprint of customer needs. Here, we transformed a traditional equipment finance lending product into a broad solution across multiple industry verticals, asset types, and geographies.

The Simple Comfort of Booking the Empty Seat Next to Yours Is Far More Complex Than It Seems

Sometimes apparently simple process changes require deep technical expertise. Enabling additional seat reservations for this client entailed breaking the traditional one-to-one link between seats and passengers, a fundamental change cascading across Global Distribution Systems and the ecosystem of airline and travel agent reservation systems.

Agile Pandemic Response

Our deep experience with the travel industry and technology development enabled P&C to assist our airline clients to respond rapidly to COVID-19. Here, Qatar Airways introduces at home printing of baggage tags as part of contactless check-in procedures for international travel.

What can we help you achieve?
Let's get to work.

  • This field is for validation purposes and should be left unchanged.