Corporate Restructuring

Description: Corporate Restructuring

High Level Summary:

During the years 2013 and 2014 GeoDigital went through successive periods of expansion and contraction, in both company size and market ownership.  A boom market saw an accelerated growth of sales requiring a growth in resources which drove a corporate expansion via M&A.  The growth required not only input from a Due Diligence perspective but also technical and corporate challenges on-boarding new acquisitions and incorporating staff and process with a corporate alignment to the GeoDigital philosophies.

Objective:

Support growth of the company with growth of IT Operations teams, ensuring the most efficient use of resources to balance end-user support, production support, and internal project work.  Support and facilitate the on-boarding of new offices and staff inherited via M&A activities, and roll-out standardized systems for incorporation into corporate strategy.
Manage and address budgetary requirements, and departmental organization during a time of corporate contraction.  Facilitate a reduction in OPEX across all business units, including right-sizing of vendor agreements to support internal change and corporate restructuring.  Renegotiation of vendor contracts to support changes, and facilitate temporary stretch-credit terms.

Challenges and Risk Mitigation:

Growth challenges required extensive planning and agile changes to change to support on-boarded companies.  Standardization of systems and efficacious consolidation from previous company architectures into company standard financial systems, ERP, MRP, project tracking and knowledgebase systems.
Corporate contraction challenges were primarily budget focused.  CAPEX investment was shifted to future years, with extended life-cycles of infrastructure provisioned.  Relocation of corporate data and the creation of a ‘virtualized office’ to capture infrastructure, systems, and data that were integrated to a closed facility for virtual access by remote staff and historical access.   Planned and unplanned departmental attrition required extensive cross-training, prioritization of resources, and contract changes.

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