A quoted global services company, built by debt-funded acquisition, had an unwieldly legacy banking structure that had accumulated over time and never been centrally reviewed. Management believed there were considerable concealed costs and issues waiting to be uncovered.
We proposed changes to focus on reducing and standardizing processes, improving controls, reducing and also making transaction costs more transparent, and centralizing FX flows;
We suggested the Company also focused on leading a global tender process;
There was also a major restructuring of the client’s global banking relationships around four core banks.