Prederi staff designed and delivered a highly successful course at Henley Management College for senior leaders of the MoD to better appreciate that we are in a world of scarce resources and value for money is paramount. The course ran for over four years, during which time around a hundred Director level staff were trained in financial and resource management.
The UK equine market is an incredibly dynamic and developing industry. The British Horse Society estimate that 6% of the UK population have ridden a horse in the last year with the equestrian industry thought to be worth around £3.3 billion annually. Sovereign Horseboxes are a top tier UK manufacturer of bespoke luxury horseboxes, bringing together cutting-edge innovation, increased functionality and a genuine passion for the Equestrian industry. Each horsebox is meticulously handcrafted to meet each of the customer’s requirements, and their friendly and professional customer service is a hallmark of their service.
“It is great having Clarus Knight on board. They are accessible, driven, relatable and understand what it is like to run a small business. They help us look at our finances strategically rather than putting a finger in the sky, and this support has helped us to become a more professional company.”
Mandarin Consulting delivers expert coaching support to provide graduate job and internship opportunities in London, the UK and beyond. They offer career coaching, cross-cultural training, recruitment and business consulting to enable ambitious Chinese students and graduates to launch and progress their international careers.
Prederi staff designed and delivered a highly successful course at Henley Management College for senior leaders of the Ministry of Defence to better appreciate that we are in a world of scarce resources and value for money is paramount. The course ran for over four years, during which time around a hundred Director level staff were trained in financial and resource management.
A very large, global business engaged us with a view to creating a new Information Security Strategy after suffering from a number of security breaches which incurred significant losses – one of which was valued at over £20m. After reviewing their current Strategy and Policies, we discovered four key areas that needed improvement; Their current strategy was too focused on technology, with little attention given to the human factors in Information Protection.The result was a strategy that dictated technical solutions (“You must use this specific type of Firewall”) but neglected to consider the wider implications of security. Information Security decisions were based entirely upon what the IT Department thought it should be doing, with no input from the business. There was no clearly identifiable single point of contact for the business to engage with for Information Security concerns. The current practices of the IT Department were directly contributing to the loss of information, with issues such as cloning current or former user accounts for new starters, failing to revoke access for users who had moved on, and neglecting to fully wipe desktops, laptops and external hard drives prior to re-use or disposal.
Brainstorm Integrated Marketing (Brainstorm) are a boutique, full-service, strategic marketing company who offer ‘big company’ experience without the big company fees. Their unique approach was essential in developing a full rebranding strategy for South African fruit logistics company GoGlobal Group (GoGlobal). Brainstorm has worked with GoGlobal (formerly GoReefers) since the early days of the company. Having fared extremely well under Brainstorm’s initial messaging of “It’s the way we think that makes us the best”, GoGlobal needed a brand refresh to align their disparate set of brands, and emphasise their market leading history of innovation. The challenge for Brainstorm was to produce a repositioning strategy to clarify GoGlobal’s status in the marketplace, deepen their customer engagement and bring successful brand cohesion to their multiple business divisions. The challenge for GoGlobal, and ultimately the success of the project, was to embrace a complete overhaul and commit to the time and resources required to implement the changes. The incredible launch event of the new brand, GoGlobal, left no doubt that the ‘go in or go home’ attitude proposed by Brainstorm had been fully adopted and that the GoGlobal brand was the perfect vehicle to take this logistics business forward on the next leg of their journey.
The Board of a Regulatory Body of approximately 60 people was struggling to keep track of multiple projects and the associated costs, necessary to understand the progress of high-risk and high-value projects. The organisation had a history of using external consultants to build systems to enable reporting to the board on major projects. Unfortunately, the systems were not working as they should. Staff lacked confidence in the systems and were using disparate methods to provide project reporting to the Board. Staff were cynical about further initiatives, and were concerned that management would impose a new system from the top down. Merielle Ghali was asked to lead an internal project team to improve oversight of all projects, large and small scale. A combination of: A consultative, collaborative approach that involved asking individuals what did and did not work in prior systems Analysis of processes and day to day working practices led to the development of a new solution. The new solution blended Prince 2 project management methodology with bespoke processes geared towards the needs of the organisation. The Board received regular highlight reports detailing project activity, along with Risks and Issue registers. Merielle built a Programme Office (PMO) using in-house staff to implement the new system, and support colleagues. This ensured buy-in across the organisation. The new solution was delivered within three months, from inception to business as usual. Individuals benefited from the visibility of project push and pull points, which the Board were able to see across all projects to make the right decisions.
A very large, global UK business had a history of recurring Access Control issues in SAP which caused a number of serious security breaches. The internal IT team reacted to those control issues and mitigated them as part of a BAU process, but the solutions that were applied did not address the root causes of the access violations and only treated the symptoms. . There was also a lack of security governance for SAP, resulting in inconsistent processes, absence of standards and policies, and incomplete security controls.
The Royal Academy of Engineering (RAE) provides leadership and promotes excellence across all fields of engineering, to the benefit of society. Prederi was commissioned by the RAE to support a major change programme, focused on improving the RAE’s management of public money and to build a culture of securing “value for money” from its investments. Working with the Royal Academy of Engineering to improve its business processes for managing Grants.
Prederi was personally commissioned by the MD of NHS Hertfordshire CSU to be acting Finance Director and deliver a full output based review of the entire CSU service which assessed the true drivers of cost, the actual unit activity cost and the profit and loss making customers. To then use this information to help them better run their business.