The project on the restructuring of SMA Ltd was assigned on 27/11/2007. This happened just a few months following the spinning off of the Machinery department into a separate company.

What called for that restructuring was the increased demand on machinery in the time of the construction industry boost, i.e. 2004 - 2008. Despite of the high demand on the services provided by the company and the whole lot of open public procurements and tender procedures underway, SMA was stuck to its down financial performance. The reason – it was to be traced down into the company itself. For the first months following the spin-off of the company, it suffered a poor management. Heavily influenced by its appointed director, the company was persistently a bad loser in public procurements. As it turned out, the reason happened to be a conflict of interests. The appointed director participated in same public procurements by another company of its own, whereas on the part of SMA he used to propose such quotations which were doomed to fail so as to prevent it from competing with its own company in the same tenders.

On Stage I of the project concerning its operative restructuring, one calendar month following the start of the project, two new directors got appointed, plus a study was conducted to ensure the team compatibility of the people within the existing teams. Further to the conclusions drawn up, the Board of the joint-stock company assigned me to pursue the same project, however extended, that is its Stage II.

Stage II got completed by 02/2008. For this period, a new corporate structure model of SMA was proposed aiming at decentralizing the critical professional information flow.

Following the outcome of Stage II and the submission of its deliverables, the owners of the Holding Jsc decided on one more project extension. This time, the scope involved an audit of the operative processes in SMA with the view to get them restructured in a way as to bring them in line with the new corporate structure of the company.

The project got completed on 09/05/2008, i.e. having its total length spanning all three stages, of 6 calendar months.

Following the completion of Stage III I was kept involved by the end of the first calendar year as of the start of the project applying the principle of the ‘exception management’. At that time I was meant to monitor the performance of the directors and the company as a whole.

At the close of 2008, SMA Ltd scored highest in the increase of its revenue compared to the remainder 50 corporate entities within the holding structure. Just a year earlier, the company used to rank last on the same list.

Client of the project: Holding Jsc
Recipient company: SMA Ltd