Working in the special situations group of restructuring, Daniel focuses on turnaround of underperforming business and organisations and longer term transformation programmes. He has experience in cash flow forecasting, distressed situations, cost reduction, and complex change programmes. Daniel has wide ranging sector experience, with key areas of focus including aerospace & defence, manufacturing, and construction & infrastructure.
Recent project experience includes:
DSOM: The ministry of defence (MOD) engaged KPMG in this ongoing, multi-year £10 million engagement to design and implement an identified target operating model (TOM) for “support” as part of a large scale, ‘once in a generation’ operational restructuring. This TOM is focused on enabling the MOD to drive improved performance in its supply chain, enable better equipment procurement decision-making and better manage through life costs of the c.£14 billion per annum spend on military assets and capability. Daniel is working on this engagement alongside management consultancy (MC), risk consultants (RC) and strategy.
Project Rosellini: £1 million contingent fee cost reduction project to identify efficiency savings within the MOD’s land equipment spend at defence equipment and support (DE&S). In undertaking this work, Daniel helped to codify KPMG’s contract cost reduction methodology, overseeing a mixed team of analysts and client embeds to develop out the detailed analysis to support target savings.
Programme GATEWAY: Multi-billion pound enterprise transformation of an Royal Air Force (RAF) base that involved managing several cost saving initiatives; the first to rationalise several overlapping aircraft maintenance support contracts, and the second to identify opportunities to reduce aircraft flying time. Daniel developed the initial options for this work and prepared detailed financial models to support the £60 million cost saving.