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Consulting
Engagements framed around a precise problem, with a defined scope and defined deliverables. An approach grounded in situations led in operational responsibility, not in theoretical analysis alone. Hands-on consulting: the work is done with the teams, on their figures and on the ground, through to supporting implementation, without standing in for the management in place.
Four areas of expertise, with a single purpose: value creation, measured in the P&L and in cash.
Connecting strategic choices to their economic consequences, from corporate level to business unit.
Business planning complements strategy: market assumptions, volumes, prices, mix, EBITDA, investment, cash, scenarios and sensitivities, through to the investment case and the board presentation.
Structured support in the face of complex decisions: decision under uncertainty, strategic options, prioritisation, scenario planning, executive-committee alignment, board communication.
The central question: where is value genuinely created or lost in the P&L?
A technology is not automatically a business. Turning it into a genuine industrial business connects technology, application, customer, value proposition, economics and scale.
Organic growth, international and channel development; acquisition, due diligence, integration and divestment, on both sides of the transaction.
Value is captured first in price and customer mix.
Command of both sides of the deal cycle, from origination to closing and integration.
The logic common to every intervention: Problem, Facts, Options, Economics, Risks, Decision, Execution.
Method
Every intervention results in a deliverable applied to your numbers, not a general recommendation. An engagement can be structured in six steps.
Definition of the strategic question, the scope and the data required.
Structured analysis of the current situation.
Construction of an economic or operational model fitted to the situation.
Quantification of the options and their sensitivities.
Presentation to the executive committee, the board or investors.
Action plan, governance, KPIs and support through execution.
Depending on the engagement, the work produces all or part of the following deliverables, always applied to the client's numbers.
SCORA's consulting engagements have covered these markets and applications. Each link leads to the matching row of the matrix, with the level of experience for each family of materials and technologies.
Automotive and mobility · Electrical and electronics · Consumer goods · Textiles and fibres · Healthcare and pharma · Personal care and cosmetics · Coatings and inks · Adhesives and resins · Packaging · Agriculture
Entry format: the executive workshop. One day with the executive committee on a specific question: pricing and margin, commercial excellence, working capital, preparing an acquisition or an integration. The session works on the company's own figures and produces a first deliverable: pricing model, EBITDA bridge, working capital diagnostic or deal thesis. Where the client wishes, it serves as the scoping stage of an engagement.
From consulting to executive mandate. Where the client wishes to entrust implementation to an executive in charge, a separate executive mandate can be agreed at the client's request.
A first conversation serves to frame the question and to check whether an intervention is useful. It commits you to nothing.
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