Project , Program, and PMO Management Success Stories

Project Management, Global Product Rollout, Major Pharmaceutical Company

The Evanston Group came in under budget and saved the company over $700,000 in the excessive costs…
Our client’s Enterprise Project Management Office (EPMO) wanted to build a repeatable process for global product rollouts.

They needed to avoid the excessive costs, redundancies, and communication issues associated with having separate project managers for each region. Internal resources lacked the skills and time to sit within the PMO and build this overall process.

We quickly provided with client with a swat team for the effort: a Sr. Project Manager / Communications Specialist, a Junior Project Manager, a Training Specialist, and an Applications Testing Specialist.

Over a period of 8 months, the team built a migration process that included a change management plan, a communication and training plan, application compatibility measures, templates, and ownership. They delivered this process to all offices and provided a method for reporting statuses via an online, automated dashboard.

This project was recognized by the PMO’s customers as the best rollout they had undergone and suggested that it should be a prototype for all other global deployments.

The Evanston Group came in under budget and saved the company over $700,000 in the excessive costs it would have incurred from using multiple, dispersed PMs for this global rollout.

Program & Project Leadership, Company Spin-Off, Life Sciences

For each consultant needed, we provided an average of 1.8 candidates within a 2-day
turnaround timeframe with a 99% success rate in matching the right professionals
to the roles.
We worked with the C-Suite of a major pharmaceutical firm that was being spun-off from its parent company. The SEC required the spin-off to become a completely stand-alone entity within a tight 2-year timeframe. If that timeframe was not met, the company would face heavy taxation and disappointed shareholders.

An evaluation determined that cloning the parent company’s systems was too expensive to maintain long-term. Our client decided to implement SAP from scratch for most of the systems and for others, they would work to disentangle the maze of systems from the parent firm.

They needed a large number of leaders that were not only well versed in both business and technology, but could be thrown at moving targets and undefined problems.

Their Systems Integrator and major staff augmentation firm could not provide them the right people with strong PM, IT, and SAP skills on a timely enough basis.

The Evanston Group was engaged and we became a major player in the two-year Effort. We provided over 78 interim Program & Project Managers and Subject Matter Experts to assist with virtually every aspect of the separation over the next 2 years. They were able to quickly come up to speed on complicated undefined problems, work with multiple entities to develop solutions, create project charters, and drive the projects to a timely completion. This enabled our client to meet the required SEC deadlines.

For each consultant needed, we provided an average of 1.8 candidates within a 2-day turnaround timeframe with a 99% success rate in matching the right professionals to the roles. These professionals successfully led over 150 separate engagements.

Subject Matter/Technical Experts Success Stories

Business Process, Medical Device Product Rollout

With the help of the newly high-performing teams, our client company exceeded their annual approved submission goals by 100% where profit margins could be as high as 90%.
The General Manager of a major supplier of hospital infusion devices needed to build out a new revenue-generating business unit for implementing technology-based infusion devices at hospital sites. He needed a very short time-to-market for this highly competitive product.

Previous deployment had taken many weeks (with varying degrees of chaos). The client requested our assistance in creating a precise, cost efficient, repeatable process for rolling out these complicated devices.

We provided the client with an Interim Director / Process Specialist solution.

Over the next year, we built the process playbook for the division that integrated the hospitals and medical organization’s teams. Using our process, the client was able to successfully complete more than 50 hospital implementations while reducing the time-to-market to 8-12 weeks per site.

Global Supplier Quality Compliance, Life Sciences

At completion, it was nominated for Project Of The Year Award along with 12 other projects and received the Second Place Award.
We worked with the Director of Supplier Quality in the Global Compliance group for a multi-billion dollar medical device manufacturing firm. They needed to remediate supplier issues that were identified by internal audits and the FDA.

There were over 1,900 gaps identified in the supplier management database and over 159 suppliers required audits and the implementation of new corporate supplier quality procedures. The depth of issues resulted in a Consent Decree from the FDA which barred the company from selling its devices and even developing a new, upgraded products.

The client needed specialized consulting leadership to help him close all gaps, identify any additional potential issues, and develop a remediation plan.

We provided a 5-person team consisting of a Program Manager and 4 Supplier Quality Specialists that developed a plan to close all existing issues in five months. The team also identified six additional compliance gaps and presented actionable solutions.

The immediate benefit to the client was the closure of 1,906 gaps in the quality system and 159 successful audits. Within this timeframe, we also successfully created and launched the company’s first Receiving Inspection Process to protect patients from potentially bad products.

The project turnaround was extremely successful. Originally, it was Number One on the CEO’s critically list. At completion, it was nominated for Project Of The Year Award along with 12 other projects and received the Second Place Award.

Executive Consulting and Assessment Success Stories

Global Product Expansion, Executive and Team Coaching

Using our process, the client was able to successfully complete more than 50 hospital implementations while reducing the time-to-market to 8-12 weeks per site.
We worked with the VP of the R&D business unit of a multi-billion dollar healthcare company charged with global expansion of more than 100 drugs.

The Director of Global Expansion was in jeopardy of being dismissed for not meeting submission goals in new markets. The group’s lack of global experience was leading to misunderstandings and poor communication with their global affiliates that desired a more collaborative and solution-oriented approach.

They needed a way to quickly transform global expansion units into highly performing teams that would develop a strategic direction and create an attitude of functional and individual ownership and accountability.

Our Change Management Business Architect worked as the right-hand man for the director to accomplish this in a short timeframe.

With the help of the newly high-performing teams, our client company exceeded their annual approved submission goals by 100% where profit margins could be as high as 90%. The director went from precarious job stability to glowing reviews shared with the entire company.

Management Consulting, International Transfer Pricing Best Practices, Major Pharmaceutical

The project will save the company millions in inappropriate tax expenses as well as significantly improve the accuracy of product pricing on a global basis.
We worked with the CFO of a leading global pharmaceutical and healthcare products company on a project to standardize financial systems and practices.

His goal was to build a single, consistent platform to enable transfer pricing capabilities and tools across the corporation on a worldwide basis. Under the current approach, each country had its own practices and systems resulting in potential loss of profit and tax overpayment.

The company needed to balance competitive product pricing and profitability against the significant risk of being fined millions due to noncompliance with country tax regulations.

Our solution was to provide a combination of international finance, information technology and project management skills, along with previous project experience in setting up global transfer pricing systems.

Over a one year period, our consultant created functional requirements, evaluated and selected a software vendor, hired two implementation consulting firms and conducted a Proof of Concept bringing in the project on time and nearly 50% below budget. The project will save the company millions in inappropriate tax expenses as well as significantly improve the accuracy of product pricing on a global basis.