Reviewed current situation, conducted detailed assessment across each LoB from financial, operational and capability to identify strategic challenges

Developed understanding of organization, staffing levels roles down to lowest level; Identified governance entities; BoD, ExecCom and DevCom, developed understanding of role, membership and modus operandi; Mapped key management processes

Conducted extensive benchmarking exercise for construction players operating model globally/ regionally, derived lessons learnt and implications for Group

Developed a 5-year strategy that revolved around 3 pillars of clarifying strategic focus, improving competitiveness / credibility, and addressing cash flow issues

Highlighted challenges and improvement areas in org structure, identified gaps in existing governance, that mirror strategic focus and implicate new operating model

Designed new org structure inc. roles / responsibilities for each dep. down to lowest level, inter-dep. relationships, JDs, staffing

Developed and managed migration to the new operating including the selection process of existing and new employees, handover process and forms, etc

Designed new governance model including different entities, board representations and members, modus operandi, authority matrix, initial agenda topics, etc