Success Stories

Here are citations of high stakes, high risk mandates that were led and executed by Sonia Bot and The BOT Consulting Group Inc.  For additional case studies and citations, contact The BOT Consulting Group Inc.

THE EVOLUTION OF PRECISION SCHEDULED RAILROADING PSR 2.0 ENTREPRENEURIAL RAILROADING AND ITS ECOSYSTEMS

USA, Canada, Europe, Global

Architected PSR 2.0 vision, strategy, and delivery approaches for entrepreneurial railroading and its ecosystems. Unpacked the myths and realities of PSR. Provided a level set and direction for the rail and overall transportation ecosystem for reaching new heights in providing customer service reliably, predictably, effectively, and safely, with a view to leverage optimal revenue generation and growth strategies.

Went deep into proven academic theories, scientific principles, and took deep retrospectives on practical experiences. Tested globally with experts in the rail, transportation, technology, and finance industries (Boards of Directors, current and former CEOs, C-suites, executives, management, practitioners, subject matter experts, private equity, stakeholders).

THE EVOLUTION OF PRECISION SCHEDULED RAILROADING- STRATEGIES FOR ROLLING-OUT PSR 2.0

USA, Canada, Europe, Global

Developed strategies for rolling out PSR 2.0. Strategies cover the various layers of the transportation ecosystem down to the individual entities such as railroads. Holistic approach includes top-down, bottom-up, inside-out, and outside-in views. Strategies are based on state-of-the art methodologies and best practices that can be universally applied and tailored to the various scopes. The approach is systematic and disciplined, fit for engaging at various capability maturity levels of the entities, with a view to managing risk and progressively delivering value in increments.

EVOLVING AND EMBEDDING SYSTEM SAFETY AS A VALUE-ADDED BUSINESS DRIVER

USA, Canada, Europe, Global

Developed vision, strategy, and implementation approaches for  implementing a comprehensive safety program that meets railroading’s new demands of autonomous systems, bridging colliding worlds such as real life operations in the field and office IT/OT projects, without it being a daunting and risky proposition.  By using the PSR 2.0 guiding principles for embedding system safety, the implementation risk is reduced and time to value realization is accelerated.  More so, the paradigm shifts where safety moves from a cost center to a value-added business driver.

NORTH AMERICAN CLASS I FREIGHT RAILWAY

MANDATE:  Drove complete overhaul, re-structuring, and delivery of PTC (Positive Train Control) processes and their supporting solutions/systems of one of largest IoT initiatives in North America, $1.5B+ program

  • In response to several high-profile railroad accidents in the USA, the FRA regulator mandated Positive Train Control compliance as a safety measure for passenger and freight railroad operators
  • Quantifiable losses of up to $5M/day and loss of license to operate in the USA for non-compliance spurred the organizational transformation
  • Led a large-scale business processes transformation from strategic assessment through delivery in concert with C-Suite, executive management and staff
  • Drove change in operational, management, support and enablement tiers to implement PTC processes and solutions
  • Built resource strategy and team to implement transformation and sustain the end-state

RESULTS:

  • Delivered processes and solutions that are capable and stable (predictable) for the long term, as well as key enablers for the client in achieving its highly aggressive FRA regulatory deadlines
  • Leap-frogged other railroads in process paradigms and practices, thereby faster delivery, higher operational effectiveness, and well-positioned for digital transformation of railroad industry, precision railroading evolution, and emerging ETC (Enhanced Train Control for Canada)
  • Originally siloed, culturally and functionally diverse, and process-phobic organizations now working with cohesion, orchestration, and appreciative awareness of each other
  • Built and matured the organizational capability and structure for end-to-end BPM (Business Process Management), which includes transformation, continuous improvement, and transformation management for OT (Operational Technology), IT (Information Technology), T&IM (Telecom & Infrastructure Management), and lines of business.
  • Leveraged and built-in Design for Six Sigma, Lean Six Sigma, Lean, Kaizen, Process Management Control System, benchmarking, Lean Start-Up, Disciplined Agile Design, SDLC and V-Model utilizing Agile, UX and User-Centered Design, Data Governance, Safety & Hazards, RAMS, Group Coherence, and Work Environments as Living Systems methodologies to re-architect organizations, processes, and systems
  • Delivered 2 times more work than FEDEX, which is 7 times larger and ranked 9th on FORTUNE’s World’s Most Admired Companies List (client benchmark by CT&IO)

NORTH AMERICAN MULTI-SERVICE OPERATOR

MANDATE:  Enterprise-wide Transformation & Business Acceleration of Product, Services, Network Evolution, Internal Solutions, IT

RESULTS:

  • Time-to-market/value was improved by 68% and is better than industry benchmark
  • On-time delivery, where previously dates were missed by an average of 19 weeks
  • Improved ROI: business cases improved 25%, 40% additional content, product 75% more attractive to customers
  • Executive time spent in project-related meetings was reduced by 43%
  • Statistically significant sustained breakthrough (first 30 releases) for schedule, quality, scope, and financial KPIs
  • Issue with “lack of resources” was addressed by the transformation, where the resources were re-invested to deliver more value to the business
  • Employees embraced an entrepreneurial mindset and love it!
  • Multi-million dollars in-year labor savings and billion in Opportunity Cost Avoidance over 10 years (i.e. EBITDA loss that would have otherwise occurred)
  • Measurable results exceeded CEO & C-Suite expectations by an order of magnitude
  • Impacts were cited in Quarterly and Annual Reports to shareholders

MULTI-NATIONAL TELECOMMUNICATIONS & DATA EQUIPMENT COMPANY

MANDATE:  Business Unit Turnaround & Enterprise-wide Transformation of Product Development

RESULTS:

  • Turned-around of the company’s worst performing product development organization to one of the best performing, where several years of previous attempts by others did not result in any measureable improvement
    • Time-to-market was improved by 40% and is better than industry benchmark
    • On-time delivery, where previously dates were missed by an average of 16 weeks
    • Product defect backlog was reduced by 50%, where target was 10%
    • $15M annualized productivity savings
    • Employee satisfaction improved from 26% to 78% within the year of transformation
    • Measurable results exceeded President & Cabinet expectations by 30x
  • Replicated across other product development business units in company
    • Reduced product development cycle time by 25% to 40% (based on product family)
    • >$60M annualized productivity savings for every 6% reduction in cycle time company-wide
    • Initiative was cited in Annual Report to shareholders as critical to company’s turnaround
  • Statistically significant sustained breakthrough for schedule, quality, scope, and financial KPIs

MULTI-NATIONAL TELECOMMUNICATIONS & WIRELESS EQUIPMENT COMPANY

MANDATE:  Enterprise-wide Transformation of Software Development

RESULTS: 

  • Turned-around CEO’s long-standing top-of-mind issue for enterprise-wide software development, where several years of previous attempts by others did not result in any measurable improvement
    • Achieved the first set of statistically significant and unprecedented results within first 2 months, subsequent breakthrough and sustained results followed by 6 months mark
    • Failures were reduced from 46% to <5%
    • 50% to 70% waste was removed from processes
  • Developed the strategy and foundation for the company’s end-to-end process improvement mandate for the product development lifecycle – a company first, where previous approach was well-intentioned, silo-based, and ad hoc

MULTI-NATIONAL TELECOMMUNICATIONS & DATA EQUIPMENT COMPANY

MANDATE:  M&A – Improve Attractiveness of Business Unit for Divestiture

RESULTS:

  • Identified opportunities to maximize profitability and future business potential
  • Led large-scale process improvement and business efficiency gains initiatives across the end-to-end business unit, with over $30M cost savings in-year
  • Business unit was sold at double the initial valuation ($900M)

NORTH AMERICAN MULTI-SERVICE OPERATOR

MANDATE:  Re-align and Re-vitalize Lean Six Sigma Implementation to Fit the Enterprise for Sustained Performance Gains

RESULTS:

  • Turned-around long-standing issue on CEO’s short list, where heavy enterprise-wide investment in training and implementing Lean Six Sigma framework five years prior failed to realize benefits, regardless of the persistent goodwill efforts
  • Re-aligned Lean Six Sigma implementation and governance to fit with enterprise’s projects / programs portfolio’s process and governance model, garnering efficiency gains and effective management of risk
  • Corrected and de-risked typical traps and bad habits companies fall into with Lean Six Sigma, including in-situ coaching of certified Master/Black/Green Belts, Champions, and Process Owners
  • Vetted and identified gaps on company’s Top Level Indicators (KPIs)
  • Improved overall capability maturity from level 1 to level 3, and over time can achieve levels 4 and 5 with this new model

NORTH AMERICAN MULTI-SERVICE OPERATOR

MANDATE:  Call Center and Field Operations Transformation (Initial Phase)

RESULTS:

  • Largest and most complex transformation initiative for Call Center and Field Operations in company’s history
  • Assessed and updated strategy, roadmap, and pipeline to align with new products, technologies, and systems being introduced during 5-year planning horizon
  • Stabilized current system to cease process tampering efforts (i.e. no material gains) and focus on true incremental and breakthrough process improvements (i.e. sustained material gains)
  • Re-structured for greater organizational efficiency and effectiveness
  • De-risked projects and programs delivery

NORTH AMERICAN CABLE MULTI-SERVICE OPERATOR

MANDATE:  Next Generation End-to-end Network Asset Lifecycle (Strategy, Plan, Design, Build, Fulfill, Operate) – Getting it off the ground as previous attempt by others a few years earlier failed

RESULTS:

  • Accelerated the understanding of what it would take to move forward in a completely new way through a comprehensive viable and innovative approach (framework and process, technology platform, data engineering)
  • Identified all issues that need to be overcome
  • Developed a solution roadmap for implementation (includes transition and end-target)
  • Established agility-based blueprint for rapid execution across company and development partners
  • Unified solution across company functions, contractors, geographies, systems, data repositories, business processes
  • Harmonized approach as an enabler for proactively responding to heightened competitive pressures for delivering new and refurbished products to market

NORTH AMERICAN & WESTERN EUROPEAN DIVERSIFIED TELECOMMUNICATIONS & MEDIA OPERATOR 

MANDATE:  Strategic Orientation – Initial Launch for CEO, C-Suite, Business Unit Presidents/CEOs

RESULTS:

  • Launched the improved Strategic Planning process, in alignment with progressive industry best practices, with Strategic Orientation as the first stage (never done before)
    • Foundational Strategic Orientation-level due diligence and insights such as past-year-in-review performance | benchmarking
    • Outlooks and insights on market dynamics (several fragmented sectors), technology trends, competitor moves and landscape, financial forecasts, M&A, and strategic vision
  • Introduced approaches for de-risking the implementation of the strategy, such as potential models for governance and corporate centers (including their value-adding activities and implications for implementation)
  • This top-down strategic review has effectively set a comprehensive and unified context across all of the diverse business units for focusing their individual and collective synergies on growth and making compelling choices

GLOBAL PROVIDER OF ENTERPRISE DATA AND MANAGED BUSINESS SERVICES

MANDATE:  Sales Acceleration – Best Practice-based Approaches for CEO, C-Suite, and Business Unit Presidents

RESULTS:

  • Identified best practice-based approaches as an initial step for addressing the urgent and pressing need for differentiating and accelerating sales in a hyper-competitive and continuously disruptive industry
  • Holistic approach covers
    • Strategic – sales as a value capture process that is rooted in the business model
    • Operational – sales ecosystem that focuses on a customer value, sales lifecycle, and supporting processes
  • This fostered a new awareness for the top-level executive in unravelling the “problem of the heap” into an approach that is structured, systematic, measurable, risk-managed; while stimulating innovation and growth

NORTH AMERICAN TELECOMMUNICATIONS & WIRELESS CARRIER

MANDATE:  Industry Executive Advisor  to CTO for Technology Innovation Program 

RESULTS:

  • Raised the program’s performance capability for driving quality and velocity of innovations
  • Equipped opportunity teams with an environment to collaborate, innovate, and become customer first champions
  • Evaluated opportunities and early stage business plans, along with coaching
  • Panel member along with company’s Top-Level Executive Leadership for discerning readiness of opportunities to proceed to Proof of Concept phase and further investment
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