The Proudfoot Story
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Automotive and Assembly
Consumer Packaged Goods (CPG)
Maintenance, Repair and Operations
Operational Strategy
Operational Improvement
Sales Force and Support
Pricing and Cash
Transformation Design and Program Management
Cultural Change Leadership
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Ideas Worth Implementing
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Our story begins and continues with you – our clients.
Our Proof points, are a compilation of published success stories – business case studies that highlight our people-centric solution to business transformation. Across the globe, Proudfoot teams with leaders to accelerate business outcomes.
Explore the world of Proudfoot as told by our clients.
What if you could increase your productivity by 11% to accelerate top-line growth?
A major food industry brand started business in Germany more than a century ago. Today, though still family owned, it is a £2.1bn, multinational producer of dairy products with more than 5,000 employees.
What if you could advance your existing cost reduction effort, maximize the utilization of resources and reduce the need for additional capital expenditures?
The CEO of a meat processing company was determined to improve the efficiency of plant operations. He met with key members of his staff to determine what could be done.
What if you could achieve a 25% throughput increase
A large high-speed, injection-molding plastics manufacturer had grown through acquisitions resulting in inconsistent operating processes.
What if you could increase sales by 11%?
A major distributor of aftermarket automotive equipment and accessories serving more than 17,000 customers in the United States and Canada needed to address its top-line growth.
What if you could realize $166M in cash flow benefits within 10 months?
A leading global electronics brand with 15 divisions needed to sure up cash flow to fund future growth plans.
What if you could expand and grow while maintaining a high standard of quality and service?
One of the worl'd largest manufacturers of fiber optic cable had developed significant competitive advantages for each segment of its business.
The CEO of a medical device manufacturer implemented a cost reduction initiative to combat squeezed margins through internal lean working teams. However, he soon realized the initiative could not actually deliver the savings it had targeted.
What if you could have greater forecast accuracy and reduce inventory by 30%?
The CEO of a top North American supplier of vitamin supplements wanted to develop a set of resources that would allow greater transparency and better decision making throughout the organization.
What if you could improve your forecasting, reduce lost sales and achieve record service levels?
The CEO of a distributor for a major home improvement chain wanted to achieve profitable growth. He felt the best way to do this was to develop a competitive advantage through efficient supply chain operations.
What if you could drive substantial performance improvements reducing absenteeism by 29%?
A global company that produces industrial chemicals used in fertilizers, and supplied to industry and the agricultural sector had ambitious growth plans.
What if you could decrease costs without disrupting operations and reducing staff?
The CEO of a global chemical corporation wanted to capitalize on opportunities for savings in unit cost production, but not at the expense of worker disruptions or layoffs.
What if you could reduce hangar time per plane by 30 minutes?
The COO of a well-known international airline knew changes were needed to support an aggressive growth plan.
What if you could achieve a 25% throughput increase?
A gold mining and exploration company with interests in Africa and Asia found itself having to announce an 18% production shortfall as a result of operational shortcomings in their West African gold mine and processing mills.
What if you could reduce your operating costs by 16% and realize $40M in savings through contract renegotiations?
An ongoing decline in copper prices was squeezing the profits of a large mining company. Having outsourced most of its operations, the company's cash cost was already among the most efficient of the industry.
Construction and Building Materials
What if you could achieve world-class maintenance and reduce costs by 20% across your plants?
When a company discovers that its maintenance costs are running 40% above those of its competitors, a swift response is often the best course of action.
What if you could deliver substantial business outcomes and create a culture of continuous improvement across dozens of locations?
A market leader in building materials needed to lower costs by €1 per ton to remain competitive. The CEO needed to urgently accelerate the identification and delivery of costs savings across over 100 quarries in France.
The ready mix division of a global manufacturer of building materials wanted to reduce costs, increase revenue and manage margins more effectively.
What if you could increase your sales forecast accuracy by 40% and establish a new culture of accountability?
As a strategic priority, the CEO of a global equipment and services provider for the energy industry established an imperative to improve their working capital status.
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