CAA, the world’s oldest and largest aviator, needed to change its operating model in order to operate a risk-based compliance regime.
WHAT WE DID
This involved changing the Target Operating model, introducing a new ERP and new digital platforms to calculate and collect ATOL contributions and airline fines. Under Hannah’s direction the Authority outsourced the management of its back office and completed an organisational reorganisation. Uniquely the programme involved both representation from the industry and government oversight.
The benefit to the industry was faster more transparent regulation in the areas of aviation security, safety policy, airline landing fee calculation. The expansion of regulatory responsibilities to noise and drones. A smaller more efficient organisation utilising new digital tools able to post significant financial efficiencies.
TUI Group wished to divest itself of all non-core functions.
WHAT WE DID
A Digital Transformation and Cost optimisation Programme
This involved optimising the highly lucrative bespoke software divisions that produced software for B2B operators who needed destination management applications, Car hire, Bed bank applications and billing systems. Furthermore, dividing IP, renegotiating and splitting contracts and bespoke technologies. Finally, outsourcing development, rationalising internal systems and revising the global sourcing strategy.
The benefit to TUI group was to increase the value of the non-core units to nearly two billion Euros, optimise the team organisation and smooth the transition of the non-core organisation to an independent brand.