Merging the organizations of Fokker Services and Fokker Aircraft Services in order to save cost while serving customers.
Fokker Aircraft Services business was declining due to the phasing out of the Fokker aircraft, operations got out of control, and revenues and costs got out of line and new high risk and loss-making projects had been accepted, all leading to significant losses.
Solution
Fokker Services and Fokker Aircraft Services were merged in order to reduce costs and eliminate friction between the two organisations. In the process, we secured contracts with major Fokker customers, and drove operational excellence initiatives. We stimulated the growth of the Airbus and Boeing business with strategic partners and focused away from special projects like VIP aircraft and some defense projects. We reduced and reallocated staff to reduce costs and re-established profitability.
For the merger with Fokker Services we built joint teams to define best in class processes, and identify and solve bottlenecks. For project delivery we set up dedicated teams to implement improvements, bringing strict financial and operational control with clear responsibilities and accountability.
Role
President of Fokker Aircraft Services, and program manager of the merger
Links
- Restructuring
- Strategy Development
- Change management
- New market development