The Trust faced significant financial issues that were uncovered in FY15/16. A planned surplus of £0.7m moved in year to a deficit position for the year was £38.4m. Subsequently a control target deficit for FY16/17 of £27m was set which the Trust was required to deliver in the financial year ending March 2017.
In 2009, the company had £2bn in revenues from business in Greater China (Aerospace, Marine, Energy, Nuclear), yet continued to manage this business through a representative office. The structure was unsustainable for the size and complexity of the future business needs.
This assignment consisted of the recovery of three separate but linked Quality, Innovation, Productivity and Prevention (QIPP) recovery programmes.
A University facing a period of unprecedented distress and imminent closure engaged Kingsgate to support the finance team and to oversee delivery of critical projects.
Kingsgate were asked to rapidly support the COVID-19 planned care response for a two site acute healthcare provider
The company committed to shareholders the delivery of $100m in productivity related savings over 4-years, underpinned by a culture shift. The business had significant growth potential. However internal operating efficiencies were behind industry benchmarks and were limiting the ability to realise growth.
Kingsgate were asked by the regulator to support a London provider Trust which had a significant change in year-end forecast outturn and had already breached its control total in Quarter 2.
The company was in severe financial distress. The business had become over-leveraged following a difficult product launch. Investment was required to deliver a further 40% increase in production capacity, whilst ensuring a sustainable cost base could be achieved.
We were asked to bring new urgency, grip and control to the recovery programme, help manage and where possible reduce the expenditure run-rate and oversee delivery of the cost improvement programme.
The Local Authority set the cost reduction target at £57 million over a 3-year period, but without any in-house capability to deliver such a programme the organisation decided to engage private sector restructuring expertise.
Two site acute healthcare provider based in the South of England achieving revenues of £337m. Significant financial pressures and lack of joined up working practices/systems between the two main sites.
The Acute Trust and the local health economy faced a considerable financial challenge over the spending review period to 2014/15 Cost reduction measures of around £22 million were identified as being required over the following four years.
Our Guiding Principles
We do what we say we will do
We change the drum beat
We do the tough things in a fair and decent way
We get to the heart of the matter
We are trusted advisors to all stakeholders
We believe in no surprises
We endeavour to over-deliver
We put the client at the centre of all we do
We have a clear, disciplined and no-nonsense approach
We are a turnaround, transformation and transition business working in challenged or failing organisations who understand how to improve results in difficult environments. We both design and deliver solutions in all stages of turnaround and challenged situations.