Clients

Angus Craig and CHC have worked for some of the biggest blue chip organisations in the UK, Europe and the United States, as well as major public sector organisations. The logos below show some of these clients.

If you would like more information on any of the work done by Angus Craig and CHC, please don’t hesitate to get in touch.

Post-acquisition transition and optimisation

Veolia Water, the water division of the French company Veolia Environnement, is the world’s largest supplier of water services. In 2010, Veolia Water acquired the European part of United Utilities’ non-regulated business for £174m.

Angus was a key member of the transition team, leading the procurement workstream and supporting the transition of the sale of one of the new businesses. He applied project management skills and a detailed knowledge of P2P to transition the new businesses to Veolia’s purchasing system and led the work to identify opportunities for savings.

Post-acquisition optimisation

In 2007, FirstGroup plc, a bus and rail transport operator in the United Kingdom, acquired Laidlaw in US for $3.6bn. The acquisition gave FirstGroup a 40% share of the school bus market and ownership of Greyhound.

Angus was part of the sales team from KPMG that secured the contract to deliver savings of $20m per annum in the first six months. The scope covered all direct and indirect supplier spend. Angus led the workstream on bus purchases, identifying savings of up to 15% on a spend on $250m. This initial success resulted in an extension to KPMG’s contract from six to 12 months and the delivery of $80m of savings. His strategy for realising these savings also included recommendations for significant improvements to processes and systems.

Post-acquisition optimisation

France Télécom acquired Orange in August 2000 for £25.1bn (€40.3bn). Shortly after the acquisition, the dot-com bubble burst, leading to a sharp drop in the company’s share price. France Télécom responded with Ambition 2005 – a plan aimed at generating over €15bn in free cash flow for the period 2003-2005.

Sourcing was central to this plan, and Angus was the buyer for the first project to be delivered, as well as leading a further project.

As a Global Project Manager with Orange, he led a multi-functional team of 10 to re-evaluate the core telecoms technology for data traffic. The successful implementation of four contracts over 12 countries both in and outside the EU achieved savings of €96m, or 65%, against a target of just 10%.

As a Global Category Manager, Angus led the development of the global purchasing strategy for the radio transmission network and the subsequent negotiation, which resulted in savings of 35% on a spend of €150m over 35 countries.

ENRC, a global natural resources company, wanted to integrate and manage the business as “one global company” based on standard reporting built on common processes, systems and data. Angus’s role was varied and included building the procurement function’s global capability by, for example, developing the programme’s procurement policy, the approach to supplier relationship management and managing procurement’s resource requirements. He lead the sourcing process for the IT category ensuring it aligned with the programme key milestones and minimised costs. He also supported the change management team by providing regular input into benefits realisation, stakeholder communications and training needs.

What people say

“If you're looking for a professional to deliver swiftly and with maximum benefit, talk to Angus. He has the right skills and experience.”

Nick Mottram, Engagement Leader for FirstGroup, KPMG