Business Engineering

What is business engineering?

BUSINESS ENGINEERING DEFINED:

Business Engineering is a profession requiring years of advanced training and education in Business Administration. These experts learn to establish various types of businesses and perform whatever tasks are necessary to assure the success, profitability, and expansion of these businesses. In addition, these experts have had extensive training in trouble shooting, conducting in-depth business assessments, fine-tuning business strategies, performing turnarounds, restructuring businesses, optimization and expansion. This profession at the least requires an MBA education with a minimum of six additional years of advanced business engineering education, training and experience.

AMERICAN ELITE PROCEDURES OF BUSINESS ENGINEERING:

Establishment

 

First is the process of assisting a client who wishes to establish a new business, take a mere imagination of a business, which is a simple thought or idea, something that does not exist or may never exist in the form that the client imagines it, and turning it into a real and functional business that exists and is making money. A real business that has an identity, a brand, and people know about it all around the world.

That is what Techart BizMax does every day. 

ENHANCEMENT​

The second major procedure of business engineering is in the environment of an already functioning business. In this environment, business enhancement is the systematic analysis of every aspect of the business including but not limited to the business plan, business model and competitive advantages, business structure, design of business processes & procedures, the organizational structure of the human resources and their interactions operationally, every department’s annual performance report, indicators, benchmarks, PnL, Financials etc.

The goal is to improve efficiency, maximize productivity, hence maximize net profits. It involves the integration of the most advanced technology into the day-to-day business operations to optimize the business processes and streamline the interaction of the staff to create a more effective and efficient business model. At TechArt BizMax, we use a combination of methodologies, including process improvement, technology implementation, and change management, to deliver results for our clients.

One of the key areas of focus for TechArt BizMax is process improvement. Our consultants work with clients to identify areas of their business that can be optimized and develop strategies to streamline operations and improve overall performance. This often includes a comprehensive analysis of business processes, identification of bottlenecks, and development of new processes that are more efficient and effective. 

In addition to process improvement, as mentioned above, technology implementation is another critical aspect of our business engineering consulting services. TechArt Digital is our digital branch that specializes in this aspect of the business. Our team is well-versed in the latest technology trends and can provide expert advice on how to leverage technology to drive business results. Whether it’s cloud computing, artificial intelligence, or another cutting-edge technology, our consultants can help our clients make the most of these tools to improve their operations and stay ahead of the curve. 

As mentioned, change management is an extremely critical component of our business engineering consulting services. We understand that change can be difficult for organizations and individuals, and we work closely with our clients to help them manage the transition smoothly and effectively. Our consultants provide guidance and support throughout the process, from planning and preparation to implementation and beyond, to ensure that the change is successful and sustainable. 

EXPANSION​

Once the business is deemed to be operating at its optimum state, the business is ready for expansion. The decision for expansion may have been built into the business plan from the beginning or it may be a secondary decision to be considered later. Expansion is of different types, and the decision as to how to expand the business depends on many different factors. Whether to duplicate the business or expand the business locally in its current physical location, or partner with competitors in the same field, or expand vertically to start producing some of the products in your supply chain to increase your profits, or develop a franchise model are a few of the questions you may wish to consider.

We specialize in providing our clients with consultation on every aspect of business engineering. At TechArt BizMax, we take pride in delivering results for our clients.

Our team works tirelessly to ensure that our clients are satisfied with our services and that we exceed their expectations.

Our track record of success speaks for itself, and we are proud to have worked with a wide range of businesses, from small startups to large multinational corporations. 

In conclusion, TechArt BizMax is a leading business engineering consulting firm that provides innovative and strategic solutions to clients globally.

Our team of experienced consultants is dedicated to helping businesses optimize their operations, increase efficiency, and achieve their goals. Whether you are looking to improve your business processes, implement new technology, or manage change effectively, TechArt BizMax is here to help.

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Contact us today to learn more about how we can help you reach your business goals, whatever they may be!

Business Establishment in the process of assisting a client who wishes to build a new business, taking a mere imagination of a business, which is a simple thought or idea, something that does not exist or may never exist in the form that the client imagines it, and then turning it into something real and functional that makes money. A real business that has an identity, a brand, and people know about it all around the world. That is what Techart Bizmax does every day. 

The second aspect of Business Engineering is in the environment of an already functioning business. In this environment,  Business Engineering is the systematic analysis, of the business operations and functionality. Evaluating its efficiency and output. Assessing the design of business processes & procedures, the organizational structure and the human resources, and their interactions operationally. In this context, business engineering is meant to improve efficiency, and maximize productivity, hence profits. It involves the integration of the most advanced technology into the day-to-day business operations to optimize the business processes and streamline the interaction of the staff to create a more effective and efficient business model. At Techart Bizmax, we use a combination of methodologies, including process improvement, technology implementation, and change management, to deliver results for our clients. 

One of the key areas of focus for Techart Bizmax is process improvement. Our consultants work with clients to identify areas of their business that can be optimized and develop strategies to streamline operations and improve overall performance. This often includes a comprehensive analysis of business processes, development of various indicators, comparison of the outputs to benchmarks, identification of bottlenecks, and development of new processes that are more efficient and effective. 

In addition to process improvement, as mentioned above, technology implementation is another critical aspect of our business engineering consulting services. Techart Digital is our digital branch that specializes in this aspect of the business. Our team is well-versed in the latest technology trends and can provide expert advice on how to leverage technology to drive business results. Whether it’s cloud computing, artificial intelligence, or another cutting-edge technology, our consultants can help our clients make the most of these tools to improve their operations and stay ahead of the curve. 

Business Transformation is a key part of business success, As mentioned, change management is an extremely critical component of our business engineering consulting services. We understand that change can be difficult for organizations and individuals, and we work closely with our clients to help them manage the transition smoothly and effectively. Our consultants provide guidance and support throughout the process, from planning and preparation to implementation and beyond, to ensure that the change is successful and sustainable. 

At Techart Bizmax, we take pride in delivering results for our clients.

Our team works tirelessly to ensure that our clients are satisfied with our services and that we exceed their expectations.

Our track record of success speaks for itself, and we are proud to have worked with a wide range of businesses, from small startups to large multinational corporations. 

In conclusion, Techart Bizmax is a leading business engineering consulting firm that provides innovative and strategic solutions to clients globally.

Our team of experienced consultants is dedicated to helping businesses optimize their operations, increase efficiency, and achieve their goals. Whether you are looking to improve your business processes, implement new technology, or manage change effectively, Techart Bizmax is here to help.

Contact us today to learn more about how we can help you reach your goals, whatever they may be! 

Whatever the state of your business, all experts agree that there is always room for improvement, innovation, or expansion. How can your organization be improved?

WHAT ARE THE PROCESSES AND PROCEDURES IN A NEW BUSINESS Establishment?

Let’s have some fun together! Here is a question for you to think through…

We said that in the process of establishing a business, we start with a thought. An imagination. Think of a business you would love to own, that does not even exist out there. Something unique and new. Innovative. Go wild and imagine something fun. What is it that you imagine in your mind this business would look like, what does the business do that makes money? How does it seem from the outside looking in and to the world? What does it mean to you? When do you know it is truly successful? What do you want to achieve from this business? What is your goal? Is it money? Freedom? Respect? Recognition? Opportunities? Creativity? Challenges? Social Engagements? The answer to these questions is extremely important. How passionate are you really? Are you willing to do the day-to-day operational work of the business? What is your plan for its operation? What is your long-term plan? What is your exit strategy?

How is your financial status and liquidity?

Can you afford the cost of the engineering of such a business, or do you need financial backing? What are your plans for obtaining this help? So, before we go to the drawing board, we need to first become very clear about the most fundamental points, realities, and objectives.

  • The next part is the industry. What industry does this imaginary idea belong in? It is extremely important to be aware of the various pitfalls of each industry and decide how to avoid them. The same idea could be approached in many ways, one could be a nightmare and eventually a 100% failure rate: while another a blast with an almost 100% success rate. The difference is this exact point, and it comes with the decades of education and experience that we have gathered under our belts collectively here in American Elite.
  • For example, let’s start with the imagination of an idea you have while you are a child. All along, you have had this thought, this desire, this dream, and it has grown with you to this point in your adult life. If it is as simple as a small shop selling vintage art pieces or vintage clothing, it is not a very complicated project.  
  • But what if it is to own a hospital, a surgical facility, a medical clinic, a home health agency, or any other healthcare facility? What if it is being your own boss as a professional and having your own multi-attorney law firm or accounting office? Obviously, the more elaborate the idea and concept, the more intricacies it entails. The part that usually adds a whole lot of twists and turns to these intricacies are the licenses, accreditations, regulatory red tape, and administrative requirements that each of these “projects” must fulfill before they are able to open their door and earn the first dollar. And that is after hundreds of thousands and sometimes millions of dollars of money having been spent to get there and months to years of time. The worst part is that many people keep spending money and time, not knowing what they are really doing and after years, they run out of both. This trial-and-error approach is the worst way of establishing and Engineering a Business as Engineering a Building would be.
  • So back to the question, what is the next step in engineering your business?

The next part is the industry. What industry does this imaginary idea belong in? it is extremely important to be aware of the various pitfalls of each industry and decide how to avoid them. The same idea could be approached in many different ways, one could be a nightmare and eventually a 100% failure rate; while another a blast with an almost 100% success rate. The difference is this exact point and it comes with the decades of education and experience that we have gathered under our belts collectively here in Techart Bizmax.

TECHART BIZMAX TRANSFORMATION SERVICES

Preemptive Transformation (Enhancement)

Management of Change:

Business transformation is a high priority for the majority of CEOs. They’re also well aware of the high failure rates of corporate transformation initiatives. Despite this understanding, far too many CEOs depend on anecdotal information to increase their chances of success.

We assist leaders in taking a very different approach, one based on actual evidence of what really leads to effective change. Most importantly, an TechArt BizMax examination of transformations reveals that commencing the transformation process preemptively—when everything seems to be in order—provides higher long-term benefits than changing reactively. Furthermore, it does it more quickly and consistently.

Even firms that haven’t initiated proactive transformation initiatives and have seen their performance deteriorate may get back on track. We assist such businesses in carrying out the business transformations required to combat strategic crises (such as declining profitability and shrinking market share), initiating a business turnaround if their situation deteriorates into a profit crisis, and managing a restructuring if necessary to turn insolvency into revitalization.

In our view at TechArt BizMax, once your organization decides to initiate a preemptive transformation process, the creation of a Transformation Department and assignment of someone experienced to lead the department whether you decide to give him the title of Chief Transformation Officer or not, is mandatory. Who to pick for this position and others you pick to assist this individual as members of this department make a great deal of difference in the success of your transformation initiatives. 

Since change is difficult, most transformation efforts fail to provide the desired benefits. Hence, the Chief Transformation Officer (CTO) and his department assist in beating the odds by leading ambitious transformation initiatives. If the person is an executive-level leader, and an experienced CTO, he would have PnL capabilities among many other skills, The role of Chief Transformation Officer is recognized to be extremely important by most business experts. According to statistics, the rate of transformation success increases by 80% when an experienced CTO is in place. 

Most transformation efforts fail. When the transformation efforts fail, these failures come at a substantial cost, including reduced profit margins, market share loss, reduced morale, and weakened competitive advantage. When profits start to plummet, and the trend has continued over time, at such severely stressful times, a corporate leader, even if excellent, but without much experience in transformation or successful turnaround, is not the best choice to be in charge of the company’s transformation program. Many such transformation officers, like transformations themselves, fail to succeed.

TechArt BizMax Transformation Department provides client Transformation Departments with the tools they need to tilt the scales in their favor by ensuring their change leaders have the necessary skills and expertise. We do this by assembling a network of Chief Transformation Officers for frequent training and assistance at five crucial periods of the CTO life cycle:

Creating the CTO Role. establish the CTO function’s purpose, necessity, and time frame; establish the transformation model; develop the CTO role charter; describe success criteria; and align with senior leadership.

Choosing the Individual. Understand the personnel needs; find and evaluate CTO candidates; and begin the interview process.

Making the CTO a Success. Onboard the CTO; set up the CTO Office; plan the first day on the job; and organize one-on-one mentoring for CTOs.

Sustaining and growing. Adjust transformation plans as required for the company; encourage executives to serve as change role models; and carry out governance.

Exiting and Proceeding (or Continuing). Off-board the CTO and/or team; manage a prospective handover to a new CTO, or otherwise assist the present CTO in their continuing employment.

Our experts understand that just having a Chief Transformation Officer on a team does not ensure success. Our ideas and assistance are based on concrete evidence of what makes CTOs effective—and what doesn’t—as gleaned through interviews and research of successful and failed transformation efforts.

Business Transformation

Profits are diminishing despite steady or even increasing sales.

Shrinking market shares

Need for change in strategy

When firms face an urgent need to change amid considerable upheaval, they must take quick, targeted action. 

In fact, as soon as the executive team becomes aware of the need for transformation procedures to be implemented, these require fast, focused, and effective action in order to make the required changes in a timely fashion before the organization slips into a “Loss-Loss Vicious Cycle”. Upon the initiation of this vicious cycle, the organization becomes deficient in cash flow (“Liquidity Crisis”), resulting in increased debt, requiring rapid expense reduction, eventually leading to the loss of necessary infrastructural functionality, leading to a further reduction in profits and liquidity. If this continues, the organization is either undergo a successful restructuring or end up in bankruptcy. 

During the implementation of our transformation programs, we seek to make an immediate difference in each client’s bottom line, cash flow, and top-line growth—all while focusing on what the client needs to do to sustain successful transformation in the long term.

Turn-Around​

Sales become stagnant or decline.

Profits are declining.

While decades ago, all but one out of every twenty (19/20)  large publicly traded companies in their current form lasted beyond five years, currently only one out of every three (⅓) survives beyond five years in their current form. This is most likely true for organizations of other types and sizes. American Elite consultants can help prevent your company’s early exit or demise by supporting you in implementing an effective turnaround strategy.

When your company is suffering from a strategic crisis, it will be experiencing tremendous pressure, which can result in massive malfunction in every operational aspect. If you ignore the warning signs, such as declining profitability or shrinking market share, the strategic crisis could eventually turn into a profit crisis with severely dropping profits and stagnating or falling sales, which could force you to resort to burning through your cash reserves. If you have found your company in this state, only implementing a swift and effective business turnaround program can help prevent your company from declining further into the next phase, which is a “Liquidity Crisis”. 

Upon initiation of the TechArt BizMax turnaround program, we conduct a thorough initial assessment to identify the area most in need of immediate change. Considering the results of the initial assessment, the turnaround recommendations are suggested with the intention of delivering urgent multi-prong high-impact ongoing recommendations to implement ongoing positive changes that lead to improvement in the Gross Revenue, Cash Flow, and Net Profits. The implementation of any transformation protocol is recommended with a focus on the long-term outcome of those changes in mind. Additionally, changes are recommended to the client to sustain successful change for decades to come. 

Is your company merely limping along? Or is it more serious and a company turnaround is required to get it running again?

Most firms grow inefficient over time and must make improvements to stay competitive. Many inefficiencies have a detrimental influence on profitability and cash flow, ranging from increased overheads to outdated procedures.

While performing below par is not critical in and of itself, if performance is not corrected quickly, it may cause discomfort, crisis, and, finally, bankruptcy.

To prevent this from happening, it’s important to know the early warning signs of business underperformance so that you can take corrective action.

It is feasible to put in place logical and effective company turnaround procedures that will save you from ever getting into a crisis scenario.

Here are 10 critical financial and operational metrics to keep an eye on.

FINANCIAL WARNING SIGNS indicating your firm needs a turnaround

1. Profits are declining

Financial growth is an indication of a strong firm. If your earnings have fallen rather than increased for five or more consecutive quarters, this is one of the most clear signals of trouble. Even if your numbers are stable, you should be concerned.

2. Cash flow issues

Even if business is flowing in, if cash shortages, overdrafts, and rejected checks keep you up at night, there’s a problem. While changes in working capital are common, they should be managed. What if you don’t have an income or cash flow budget? You’re on the wrong track.

Related: 8 techniques to reduce cash flow issues in your company.

3. Credit lines that are fully drawn

While some debt is to be anticipated, the need to take out fully drawn loans to address liquidity concerns is another apparent sign of underperformance. You should be able to earn a profit and support your operational cash flow without having to depend on long-term sources of interest-bearing financing.

4. Excessive overhead expenses

If your company has been around for a long, you may be saddled with legacy costs such as inefficient IT systems, underutilized rental space, or excessive and underfunded staff leave accruals. When your running expenses approach, or have already surpassed, your revenues, inefficiency is unavoidable.

5. Low or no capital investment

Short-term development and long-term business security need capital investment. As a result, if your capacity to invest in your own firm, from contemporary technologies to new endeavors, is waning or entirely out of the question, you’re not in a favorable situation.

OPERATIONAL WARNING SIGNS indicating your firm needs a turnaround 

6. Ineffective communication

A breakdown in communication between departments or between management and employees may result in recurring operational inefficiencies. Underperformance is likely if you’ve seen these types of behaviors. Defensive managers who ignore or minimize bad facts are likewise a source of concern.

7. Product and service quality deterioration

Customers are sometimes the first to discover when there is an issue. If you’re witnessing a spike in returns or complaints, it’s a sure indicator that you’re underperforming. Unfortunately, the poor reviews and diminished customer base that ensue will further worsen the problem.

8. Excessive worker turnover

According to an AHRI analysis, the average annual workforce turnover in Australia is 16%. If your statistics are much higher or there is widespread employee unhappiness, it might be an indication that things aren’t going as smoothly as they could. To make matters worse, when important personnel departs, valuable information goes out the door.

9. Incorrect inventory

Overstocking, understocking, or excessively outdated stock may all be signs of poor inventory management. This might result in increased waste, excessive carrying and holding costs, or an inability to satisfy demand and lose revenues – all of which are unsustainable.

10. Market share declines

Loss of market share to rivals is an indication that you should be doing better. So, if the proportion of your sales compared to your industry’s overall sales has decreased in the last 6-12 months, you should take notice and start questioning why.

Solving the performance issue before it’s too late…

If these early indicators of corporate underperformance have rung alarm bells, the time to act is now. Don’t wait until the issue goes out of control.

A sequence of steps performed in a corporate turnaround situation may address most early warning indications.

If you’re confused about your position or how to fix your inefficiencies, contact our turnaround specialists to get started on turning your company around immediately.  

When your company is suffering from a strategic crisis, it will be experiencing tremendous pressure, which can result in massive malfunction in every operational aspect. If you ignore the warning signs, such as declining profitability or shrinking market share, the strategic crisis could eventually turn into a profit crisis with severely dropping profits and stagnating or falling sales, which could force you to resort to burning through your cash reserves. If you have found your company in this state, only implementing a swift and effective business turnaround program can help prevent your company from declining further into the next phase, which is a “Liquidity Crisis”. 

Upon initiation of the TechArt BizMax turnaround program, we conduct a thorough initial assessment to identify the area most in need of immediate change. Considering the results of the initial assessment, the turnaround recommendations are suggested with the intention of delivering urgent multi-prong high-impact ongoing recommendations to implement ongoing positive changes that lead to improvement in the Gross Revenue, Cash Flow, and Net Profits. The implementation of any transformation protocol is recommended with a focus on the long-term outcome of those changes in mind. Additionally, changes are recommended to the client to sustain successful change for decades to come. 

Is your company merely limping along? Or is it more serious and a company turnaround is required to get it running again?

Most firms grow inefficient over time and must make improvements to stay competitive. Many inefficiencies have a detrimental influence on profitability and cash flow, ranging from increased overheads to outdated procedures.

While performing below par is not critical in and of itself, if performance is not corrected quickly, it may cause discomfort, crisis, and, finally, bankruptcy.

To prevent this from happening, it’s important to know the early warning signs of business underperformance so that you can take corrective action.

It is feasible to put in place logical and effective company turnaround procedures that will save you from ever getting into a crisis scenario.

KEY ELEMENTS OF OUR BUSINESS TURNAROUND APPROACH

Total shareholder return lens
We focus turnaround projects on TSR–not just operational fixes.

Topline growth and strategy are part of every program
We emphasize our clients’ top-line growth and strategy execution over tactical cost reduction.

A rigorous methodology for rapid, sustainable impact
We capture value faster, typically in 12-18 months, and provide dedicated senior leadership for the duration of the transformation.

Highly experienced transformation and turnaround professionals
Our team includes former CEOs, industry practitioners, and advisors with a strong track record of turnaround journeys delivered.

Working shoulder-to-shoulder
We have a full-time, on-site presence within your organization, work closely with company leaders, and build skills within the management team.

Commitment to clients
We measure our success by the progress made and outcomes achieved, and by our client’s satisfaction.

What makes TechArt BizMax’s Turnaround Management Approach Superior to Most: What Is Special About American Elite’s Turnaround Management Approach?

TechArt BizMax’s unique approach to turnaround management provides substantial returns for our customers looking to implement a business turnaround program. We assist our clients in shaping and accelerating their transformation programs on a holistic level. 

An outstanding physician who wishes to heal a patient and rid him/her of a condition, usually, initially conducts a thorough systematic assessment to determine the causations of the condition before dishing out any recommendations. 

American Elite consultants too, always conduct a thorough, diagnostic assessment to “trouble-shoot the business systems”. In this process, these consultants do their best to pinpoint the various areas of weakness or those issues that contribute to the undesired conditions. We begin by addressing performance issues, then design a turnaround plan. Then we will provide an improvement plan to meet the company’s new strategic goals.

Once those contributory factors leading to the undesired conditions are identified, these experts follow the necessary procedures according to the TechArt BizMax Turnaround Plan. TechArt BizMax Turnaround Program is a prestructured organized system that is customized to your specific organization.  

The Starting Point for our Turnaround Strategy is a thorough assessment of the organization in a holistic manner. As no two organizations are alike, no two solutions can be alike. While one organization may have greater weaknesses in certain areas of its general business operations, another’s weaknesses may be in completely different areas of the organization. 

TechArt BizMax Turaround Programs are very organization and problem dependent, hence fully customized initially and adjusted frequently as variables are reassessed frequently. 

Once we have outlined an urgent initial multip-rung turnaround plan, we recommend immediate action in the form of focusing on performance issues.

To address the priority problem areas, and to achieve a successful turnaround, it is recommended to follow the turnaround plan explicitly, addressing the performance issues. To be successful in any business transformation, the ability of the leaders in mobilizing the organization behind the transformation plan is a pivotal factor. The leaders must be able to inspire the team members to welcome the changes and obtain their full commitment. 

We help you establish a Transformation Department and once established help you run an activist transformation management office to ensure rigor and discipline throughout the ongoing transformation process of your organization. This office plays three critical roles: driving the implementation of the improvement initiatives, enabling change, and ensuring that the program has the intended impact. Regardless of the size of the organization, we would help identify the right individuals to form the new Transformation Department of your organization. This dedicated team must be committed to the implementation of all future transformation procedures, including the current turnaround program at hand. This team would play a key role in the success of the turnaround process.

 

A few more specific responsibilities of this team include but are not limited to obtaining the data necessary to conduct the regular ongoing assessments, helping execute the improvement initiatives that are designed based on the company’s new strategic agenda, and keeping the team motivated about the program. 

While American Elite is able to provide consulting as an offsite consulting company, we could also place competent expert dedicated senior leadership professionals with extensive transformation and turnaround expertise to support your leadership team throughout the transformation/turnaround process. 

 

Having the benefit of on-site experts to implement the Transformation and turnaround Protocols allows your organization to achieve results most efficiently. We would have a full-time, on-site presence within your firm, work closely with company leaders, and help the management team develop additional capabilities. This is obviously the most effective and American Elite’s preferred approach which results in the most effective outcome.

 

In this way, TechArt BizMax experts who are working on-site, shoulder to shoulder with your organization, capture value more quickly, often in 12-18 months.

Restructuring

Restructuring is difficult. Leaders who understand how to tackle it correctly may help their companies emerge from restructuring as strongly as possible. American Elite aids clients in dealing with this arduous task.

Companies that do not respond to a profit crisis with a business turnaround risk having their troubles evolve into a liquidity crisis. If companies continue to waste cash and fail to address their capital and balance sheet issues, they may risk insolvency—and potentially bankruptcy.

The stakes are quite high for businesses attempting to transition from bankruptcy to regeneration. After all, restructuring scenarios entail failing or near-failing businesses, and remedies are focused on guaranteeing their survival. Our restructuring consulting teams collaborate with organizations to assist them through this complicated process.

How TechArt BizMax Turnaround and Restructuring Consultants Aid Clients in Regaining Competence

Our corporate restructuring services assist businesses in focusing on liquidity and capital management. The objective is to improve their financial sheets, increase cash flow, and move out of survival mode.

 

TechArt BizMax’s turnaround consulting team combines the practical experience of our experts, who are well-versed in every aspect of the restructuring process. This combination enables us to go beyond restructuring and assist our customers in transforming.

 

Our experienced advisers are familiar with the dangers that stressed and troubled enterprises faces, such as disclosure risks, legal risks in insolvency assistance, open bills from filing for bankruptcy, reputational hazards, and de facto directorship. Our experts combine hands-on knowledge with consulting abilities to assist customers in mitigating these risks, guiding them through the restructuring process.

 

Our success is measured by the progress and outcomes we achieve, as well as the overall satisfaction of our clients.

Your Zero-Based Transformation Right Now

ZBT can do much more than just instill cost discipline; it may also assist businesses in maintaining their strategic momentum even in adverse economic times.

The average longevity of a public firm is decreasing. Today, one in every three companies will cease to exist in their present form over the next five years. They were one in twenty-fifty years ago. Our turnaround management consulting services assist businesses in avoiding a premature departures by guiding them through a company turnaround.

Companies dealing with a strategic crisis are under huge strain and suffer massive disruption. If companies ignore warning indicators like as losing profitability or market share, the strategic crisis may turn into a profit crisis, with dropping earnings and stagnant or falling sales, forcing them to deplete financial reserves.

Only a business turnaround can save a firm from entering the next stage of decline: a liquidity crisis.

 

Our Most Recent Thoughts on Business Transformation

To get the most out of their business transformation efforts, executives must first understand what drives transformation success—and what stymies large-scale change. Explore our most recent insights into the secrets of corporate transformation and learn how to improve your chances of making a significant difference.

Important Takeaways

As a firm develops, CEOs and other top executives often fail to prioritize projects. There are several causes for this, but the end consequence is the same: multiple initiatives with overlapping or even competing aims, and resources that are stretched too thin for programs to succeed. Senior leaders may improve their capabilities in three ways:

Make prioritization an intentional activity that is linked to the company’s strategy. The important question to constantly ask is: Does the initiative aid in the execution of the business plan or get the firm closer to its objectives?

Using the T-shirt-sizing method, establish priorities. Make it easier to choose projects by analyzing essential data in broad, straightforward categories.

Put the strategy into action. When priorities are established, the analysis must come to a halt and action must commence.

Senior executives should take the lead not only by enhancing their abilities but also by serving as role models for prioritizing so that the organization may accomplish its objectives.

It is often said that to lead is to choose. However, we often find that CEOs and other senior executives want assistance in choosing the actions that would help a firm adapt.

A big store, for example, sought to alter its cost base. We observed that due to inadequate prioritizing, more than 100 activities were running concurrently. The majority of initiatives were too tiny to make a significant influence. Others existed just on a spreadsheet, with no resources given.

A failure to prioritize is an organizational failure. Senior leaders must understand this and take the initiative to support an organizational-wide response to change. Then, they must guarantee that all managers, beginning with themselves, become effective decision-makers.

Why Is Prioritizing Difficult?

Prioritizing transformation efforts necessitates CEOs and top executives determining what must be done to meet the company’s objectives when it must be done, and, as importantly, what must not be done. The majority of executives who struggle to prioritize projects for their organization confront one or more of the eight obstacles listed below.

Wanting to do everything. A proclivity towards activity is desirable, yet certain corporate cultures promote excessive action. The prevalent belief is that doing more will hasten change. As a consequence, when faced with a list of projects, some executives struggle to make a decision because they want to undertake them all. In fact, though, neglecting to prioritize often grinds progress to a halt.

Failure to prioritize often grinds change to a halt.

Weeding out projects that are incompatible or overlap. Various efforts that are now ongoing are often in conflict with one another or duplicated. Executives struggle to prioritize efforts since they are unable to identify such projects. Unfortunately, failing to make decisions may lead to a vicious spiral of complexity. As initiatives multiply, it becomes more difficult to identify those that clash or overlap.

Operating with a Silo Mindset. Some senior executives optimize their judgments for their own function rather than working with their peers throughout the business. This error not only makes it difficult to prioritize efforts for the whole organization, but it also results in inefficient solutions since it fails to account for knock-on or second-order impacts.

Making a job too difficult. Some businesses need very detailed data regarding the predicted effects of projects throughout the transformation planning stage. This restriction may impede CEOs’ ability to rapidly discard initiatives that are insignificant.

Feeling Under Pressure to Follow This Year’s Trend. Every industry has a popular trend. The temptation to follow the newest trend might impair executives’ ability to properly analyze initiatives and choose those that meet corporate objectives or contribute to the achievement of strategic goals.

The urge to follow the newest trend might impair executives’ ability to choose initiatives that meet corporate goals.

Having a strong desire to pursue previous trends. What about initiatives that were popular in prior years? Some top executives find it difficult to cancel initiatives due to sunk expenses, even though the initial reason has changed and the project would no longer have the intended effect.

Ignoring the Fundamentals. Some top executives undertake next-level initiatives without first completing the fundamentals. A firm, for example, may automate or digitize an unproductive or wasteful process. It’s like attempting to construct a castle out of the sand.

Ignoring the Loudest Voice. Seasoned managers sometimes attempt to save their favorite projects long after they should have been discontinued in order to free up resources for more viable efforts. Given these managers’ extended tenure, top executives sometimes give their opinions disproportionate weight, rather than considering the organization’s strategic objectives.

The More Serious Issue

The capacity to prioritize, like any other talent, increases with practice. Unfortunately, in some firms, that expertise has been underutilized in recent years. Pandemic-related efforts were prioritized above everything else, and long-term objectives were placed on hold.

However, in the face of rapid digitalization and the demands of the global economic slump, many businesses are focused on transformation. They are developing huge, cross-functional initiatives to produce value, such as programs to enhance the customer experience, make procedures more efficient, or even rethink the company model. However, in the absence of appropriate prioritizing, businesses often create bottlenecks and fail to concentrate personnel on the most critical initiatives. The most vital efforts may be stalled consequently.

The ability to prioritize is critical to the success of transformation programs. It improves the chances that a firm will make the required adjustments and produce value. Senior leaders may significantly improve their talents in three ways.

Make prioritization an intentional activity that is linked to the company’s strategy. In times of substantial upheaval, it’s tempting to build a list of all projects and start working on them. However, executives should include a prioritization stage into the transformation process from the start—a period in which they deliberately review and choose initiatives. The fundamental question that must be posed during the prioritizing step is: Does the initiative aid in the execution of the business plan or get the firm closer to its objectives? Executives often fail to devote resources to key activities in the absence of a prioritization step, leading the transformation to stall.

Using the T-shirt-sizing method, establish priorities. Casual apparel, such as T-shirts, is offered in small, medium, and large sizes to make it easier for shoppers to choose. Apply the same logic to prioritization. Make it easier to choose projects by analyzing essential data and indicators in broad, straightforward categories such as financial effect, time to value, and complexity. This method gives the accuracy required to swiftly screen out initiatives that do not match the company’s objectives. Making judgments on the remaining projects will be more complicated. Executives should compare the cost of a project to its effect, or the cost of a project to its time to value.

Put the strategy into action. When the priorities are apparent, the analysis comes to a halt, a strategy is developed, and it is time to act. Discipline and genuine leadership are essential; the company must live up to the new objectives. Senior executives who routinely make difficult but important decisions provide a good example for other managers.

Prioritization is difficult for many CEOs and senior executives. It also seems contradictory that they may produce greater value by focusing on fewer efforts. However, effective transformations rely on all managers’ abilities to define priorities, manage restricted resources, and provide clear direction to their organizations. Senior executives should thus take the lead, not only by enhancing their skills, but also by serving as role models for prioritizing so that the organization may accomplish its objectives.

It may seem contradictory, but during times of economic uncertainty, businesses should explore the potential of change to increase their skills and performance.

Coming out of a worldwide epidemic and into a moment of resurgent inflation and economic instability seems to be an opportune time to embark on a big change program such as a transformation. What are your thoughts?

I would argue the inverse. We all know that during a downturn, the gap between winners and losers widens. And, given the rate of change we are seeing today, that difference is growing exponentially in comparison to what it would have been 10 or 15 years ago. So hunkering down is out of the question. Even if you do not undertake a complete makeover, attempt to discover areas where you may continue to progress. Can we make a cost reduction? Or maybe operations? If you don’t, history suggests that you’ll fall farther behind organizations that are better positioned to accelerate.

You should also think about what a shift can accomplish for you. First and foremost, be organized. A transformation provides a single method of working, a single language, and a set of norms by which the whole organization operates. You may create a strategy that you can go to every week to see exactly what is going on across the firm. You develop the flexibility to pivot if something unexpected occurs or if something goes behind. Many people associate this with bureaucracy or “admin,” but the fact is that you are embracing tremendous processes, building muscles of consistency and discipline that will eventually produce capacity in an organization. Decisions are made quicker, and work is finished more quickly, when teams and people learn to speak the same language, have anticipated clarity on tempo and governance, and have visibility to leadership.

Second, it assists teams in dealing with ambiguity. I know what I’m going to do this week, and I know what I’m going to do next week. This helps to maintain interest and motivation during a period when individuals are tired.

Third, improve your skills. People tend to think more critically and challenge their method of working when they work with a transformation office that is continuously challenging how work is done. You’re teaching children to be more resilient, to cope with setbacks, and find out how to progress or solve an issue. These abilities benefit people as individuals and teams in unpredictable times, as well as provide necessary capabilities for leaders and managers.

How can you know whether the transition is effective?

When a transformation is done correctly, the pyramid is flipped. The employees who perform the job are the ones who get promoted. Leadership is working for them, asking questions such as, “What do you need to move your project forward?” and “What roadblocks do you have?” You are increasing organizational agency, which boosts culture and engagement ratings.

In one business we worked with, the senior leaders brought a paper with two questions to each transformation office meeting. “What decisions can I make today that will enable your work to move forward?” it asked. and “What actions do you require from me to alleviate any difficulties you are experiencing?” After a few weeks, teams started to make judgments and propose actions to the leaders. Live decisions were made and recorded. Progress on the leaders’ action list was discussed with the group at the following sessions. The outcomes of the transformation demonstrated a 25% over-delivery on financial objectives, as well as enhanced engagement ratings, notably on the dimensions of confidence in leadership and workers believing their leadership cared and empowered them.

People tend to think more critically and challenge their method of working when they work with a transformation office that is continuously challenging how work is done.

When businesses establish the proper climate for change and invest time assisting the doers, financial benefits follow—as well as improvements in culture, employee engagement, and upskilling.

What about the firms that began transforming under one set of conditions and then the world changed?

Each circumstance is unique, but a reset is almost certainly necessary. If the transformation isn’t delivering or isn’t reaching the intended momentum, the first step is to determine what needs to change. What needs to happen faster? Are the proper workstreams in place? Determine where you are in the transition and what the best sequencing is. Examine the procedures and governance to determine their effectiveness. Do they adhere to best practices? What steps did we take to engage the company and its teams?

This is where starting a new year comes in handy, but changes in the operational environment (such as increasing inflation) or even milestones in the organization’s life cycle (such as investor conferences) may also assist. Gather the group and explain, “We’ve done great work, we’ve made progress, but given the environment we’re now in, we’re going to have to change how we’re doing our transformation.” Highlight the victories and be open about where leadership went wrong. This will result in more buy-in for more severe transformation. Make this a huge deal for folks so they feel like something is changing. If you don’t, you won’t receive the behavioral change you need to take the transformation ahead at the necessary speed.

What are the major challenges that businesses encounter while implementing a successful transformation?

The current amount of uncertainty in the macro-environment, combined with the needed rate of change, makes driving change more challenging. The labor itself is more difficult. Companies led many of their reforms inside verticals or departments (such as operations, IT, or finance) 10 or 15 years ago. However, in today’s world of matrix organizations, customer-centric methods, and digitalization, the task increasingly relies on a large number of employees throughout the firm. Many executives lack expertise with this operational model, and organizational structures are often structured on conventional patterns, with teams paid based on what they directly lead. It is critical to examine the cross-functional nature of the job and invest in creating structure and teams to do it, as well as educating and rewarding people to support this new paradigm.

There are also a lot more expectations on a company nowadays. With rising investor pressure to act quickly and produce larger returns, boards are not ready to wait for five- or ten-year reforms. Our customers are under a lot more pressure to move quickly. Add to that the velocity of technological progress and the social cultural dynamic of being less patient than we used to be, and you have a high-pressure and high-drive workplace.

We’ve also hit the greatest degree of reported burnout in history. “We are burnt out,” say 40% of people worldwide. So you have the added difficulty of individuals who need to complete the task having significant change fatigue over the previous three years.

These are significant issues. How are they to be overcome?

It may be difficult: according to our study, only roughly 30% of transitions achieve their objectives. Success is often determined by leadership commitment, a focus on culture, and, of course, executional perfection.

Good leaders establish transformation objectives and targets, shift toward data-driven decision making, and disclose progress on a regular basis. They are especially concerned with controlling the transformation’s effect on personnel and increasing their involvement. They commit to implementing the change and changing their own conduct as role models.

Success is often determined by leadership commitment, a focus on culture, and, of course, executional perfection.

Concentrate on culture. The evidence is clear: if you do not concentrate on enhancing the culture, altering the methods of working, and deliberately disrupting organizational practices that do not support the company’s future, the achievements you obtain will be short-lived. Employees become more engaged and driven when a change is focused on enhancing the organization rather than merely producing financial benefit.

Creating a transformation office and naming a chief transformation officer are crucial for implementation, particularly in the current context. A competent transformation office’s rigor in carrying out its tasks may provide a tremendous incentive for new behaviors. Chief transformation officers that are role models for change combine tenacity, hypervigilance, and adaptability. It’s hardly unexpected that they’re hard to come by. I just observed statistics that indicated a 20% growth in demand for transformational leaders year over year, yet the talent pool is quite restricted.

Many businesses have considered transformation in the context of their sustainability objectives or net-zero pledges. How do they strike a balance between, for example, financial stability and supply chain resilience and reaching net zero?

I don’t believe there is a single correct solution. It is in the best interests of the organization. There is an expectation that there must be a compromise, but in my experience, most transformations that adhere to best practices outperform by 20% to 30% in terms of value and timeframe. If you can accomplish that, you create capacity, and your ability to take on new tasks or keep things running increases, allowing you to integrate sustainability priorities.

Businesses are being pressured from all sides, whether they are in a recession or not: decades-high inflation, heightened geopolitical tensions, long-term supply chain disruptions and pandemic-related concerns, labor shortages and pay constraints, and financial challenges for their digital and ESG agendas. Add to that rising investor activism and the likelihood of a comeback in M&A activity, and you have a potpourri of colossal issues.

As businesses consider how to free up cash to save money and strengthen balance sheets, many are turning to zero-based transformation (ZBT). ZBT extends beyond selling, general, and administrative (SG&A) expenses to take a cross-business-unit, cross-functional perspective of the whole company. It is built on zero-based budgeting concepts. With ZBT, executives can develop projects from the ground up while assessing strategic choices and collaborating to inculcate a savings mindset.

The value unleashed by ZBT has the potential to be a huge source of growth.

ZBT can provide top-line advantages, restructure cost structures, and free up investment money, releasing substantial value that can be used to fuel growth. However, this strategic approach necessitates a significant shift in thinking—as well as changes in how a firm and its employees function. In that regard, it is more than a discipline.

ZBT, like any other transformation, should be implemented proactively, even during a downturn. Historically, firms that invest during economic downturns emerge much stronger. Rather of worrying about how to survive a slump, effective businesses plan to prosper regardless of the economic climate. Companies that have never used zero-based budgeting—or aren’t utilizing it to drive growth—should do it now, before the economy puts their survival skills to the test.

Not Your Average Cost Program

Long-term total shareholder return (TSR) is mostly determined by growth. When businesses react to a recession by implementing broad-brush cost-cutting initiatives, they can set off a negative cycle of dropping revenues and diminishing margins, leaving a smaller pool of money available for investment.

Zero-based budgeting has always been opposed to broad cost-cutting. It requires reviewing spending methodically and, in many circumstances, resetting budgets on a yearly basis to guarantee the most efficient and effective use of resources. ZBT takes a step further by intimately integrating with a company’s business plan and growth levers. ZBT advocates for the distinction between high-value-adding expenses from low-value-adding costs. The goal is to shift unproductive expenditure to more strategic, growth-oriented applications.

When implementing ZBT, businesses begin with three questions: What is our long-term goal? What investments are required to achieve it? And how should the cost base be structured to allow for such investments? This strategy understands that funding investments and possibilities for development requires more than just cost restraint. ZBT, like its predecessor, is not a one-time activity; rather, it is a style of doing business that pervades everything a firm does.

The Advantages of ZBT

Zero-based budgeting has long been popular among consumer goods corporations, who were early adopters. However, its popularity has grown across sectors for good reason: it is applicable to every business and provides significant advantages at key moments. Increasing uncertainty, competitive pressures, and global economic instability, as well as the ever-present danger of disruption, need firms being as lean, agile, and adaptable as feasible. ZBT, a more advanced form of zero-based budgeting, may be the most significant approach for a corporation to improve itself, both defensively and offensively.

ZBT believes in the potential to deliberately target cost reduction while releasing cash for expansion. ZBT exposes previously hidden expenses since expenditures are categorized based on their kind rather than their location of origin. This increased openness, along with explicit cost responsibility and cost-management strategies, promotes and encourages the much-needed discipline that enables businesses to better identify high- and low-value expenditures and make deliberate, strategic choices.

ZBT gives the cost transparency that allows businesses to make informed, strategic choices.

This openness facilitates de-averaging for multinational firms, which is especially crucial during downturns. It makes little sense to use a global cost-cutting agenda or a cookie-cutter approach to operations across markets and areas with varying circumstances and possibilities.

ZBT not only ensures cost base efficiency, but it also simplifies and provides organizational efficiencies. Cost cutting is fundamentally the strategic enabler: you eliminate bloat to finance opportunity and agility.

Preventive Transformation Is Beneficial

Even with typical zero-based budgeting, proactive adoption is important. Consider how it paid off for two global leaders. Consumer products conglomerate carefully cut 25% of its SG&A budget, using the savings to effectively stave off a takeover. During the pandemic, a premium-spirits manufacturer cut 20% from its budget, which it reinvested in its brands. As a consequence, the company saw unprecedented growth.

According to BCG Henderson Institute research, any kind of anticipatory transformation has a higher reward since it increases a company’s ability to flourish rather than just survive. The Institute examined hundreds of business changes undertaken by significant, publicly traded US corporations during the last decade. It discovered that organizations that adopt change in advance produce considerably more long-term value than those that react reactively. In the three years after the start of a transformation, the annualized TSR of preemptive transformers was three percentage points greater than the annualized TSR of reactive transformers. Furthermore, the preemption premium has long-term implications: the sooner a firm adapts, the greater its future performance. In fact, it is the most visible success element in organizational change.

Acting ahead of time has other advantages, including the ability to complete the transition sooner and at a lower cost. These two advantages add up to a return on investment that is around 50% larger than the ROI of a reactive transformation.

Perspectives on Strategy and Value: How to Create Long-Term Value in an Uncertain World.

When we contemplate the destiny of organizations that wait to move, the importance of proactively restructuring the cost base, as with other forms of change, is very obvious. Companies repeatedly tolerated increased expenses in the decade leading up to the global financial crisis, which started in 2007, as long as those charges helped achieve sufficient volumes. When the financial crisis hit and volumes fell, those firms were forced to cut their absolute cost base in order to keep the bottom line as stable as possible. Most businesses were caught off guard; although warning signals of a slowdown were there, many misjudged the severity of the impending slump and hesitated to respond. For the most part, their efforts were too little, too late.

Keeping the Momentum

Companies must sustain strategic momentum regardless of market circumstances in order to remain poised for growth. They must maintain marketing support, make internal changes, take advantage of M&A prospects, and drive innovation. One advantage is that such activities are often less expensive during recessions and out of reach for cash-strapped rivals.

A major consumer products business adopted similar efforts during the Great Recession. It not only carried out its advertising and marketing strategy, taking advantage of the decrease in media rates to gain greater coverage for the same cost; it also increased its marketing investment by an unprecedented double-digit percentage. While competitors faded from view and were forced to drop prices due to growing expenses, the corporation increased investment in its brands, dismissing common worries about the intrusion of private-label sales. Despite weak growth in home items, the business managed a 10% organic top-line increase in a year.

Outperformers during a recession continue to dominate the market for years thereafter.

Cutting R&D, an unavoidable step for most organizations in reactive mode, may have long-term negative effects on innovation. During the crisis, when rivals cut R&D expenditure, the consumer goods business continued to engage in innovation—an important move, given that new items and line expansions often sell better and fetch higher prices in that market. Executives believed that regardless of economic situations, customers would willingly pay extra for innovation—and they were correct. The corporation generated record earnings despite the worst global recession in 70 years.

Outperformers in a downturn often stay market leaders (in terms of sales and stock price) for years thereafter, and this business was no exception. From 2007 to 2012, at the depths of the recent recession and well into the recovery, the firm considerably outperformed its rivals in TSR; it also outperformed the S&P 500 and the S&P 500 Consumer Staples Index. More notably, the firm has maintained its strong TSR performance for more than a decade.

A Shift in Ways of Thinking, Working, and Culture

ZBT can only take root in the correct organizational setting since it is both an attitude and a method of functioning. (For further information, see the sidebar “Shaping a ZBT Culture.”) Cultural transformation must begin at the top. The CEO and CFO must be actively engaged in identifying not just why ZBT should be implemented, but also in expressing how it will help to the company’s long-term success.

The CEO and CFO must also design the best ZBT program. They, like other leaders, will need to refocus their efforts, acknowledging that ZBT is a long-term journey and that everyone must embrace the new culture of cost responsibility. Leaders must demonstrate the desirable behaviors through communicating, setting priorities, and interacting with people. Leaders may also agree on how to reinvest savings for development from the start and convey that commitment to the rest of the business.

HELPING TO CREATE A ZBT CULTURE

Companies may construct the organizational environment in a variety of ways, including tying desirable behaviors to performance management incentives, educating and engaging employees, conveying the what and why, and putting in place the necessary tools. The goal is to improve efficiency. The goal is not just to remove waste, but also to simplify processes and structures while avoiding the creation of new ones.

For all of these reasons, change management is critical to the long-term viability of a ZBT. Companies must define the reasoning and message, identify those most impacted and build a strategy for engaging them, and support the development of all the levers that will assist construct the correct organizational environment at the macro level. Companies must assist frame the message for each project in a positive, actionable light (“go paperless,” for example, rather than “no more printing”).

When used correctly, ZBT can do much more than just instill cost discipline—it can help businesses keep their strategic momentum even in challenging economic times. Historically, freeing up resources to invest in growth is especially vital during a slump. It provides businesses with a huge advantage over rivals, many of which will struggle to survive. And that advantage may last: firms that do well during a slump enjoy a performance premium even after the economy recovers.

Because it is not a one-time effort, ZBT adoption requires a shift in mindset and attitude, which takes time to establish. Companies may become more agile, robust, and prepared for future difficulties by taking action today.

BUSINESS ENGINEERING VS. BUSINESS DEVELOPMENT

You must have heard of business development hundreds of times, everywhere. So, what is the difference between business development and Business Engineering? While at the first glance, these two terms may seem very similar, and they may seem to describe the same professional function, they are extremely different. While to perform one, the knowledge and expertise in the other are required and necessary, to do the other, the first may be completely vague and unknown. Business Development is usually referred to as selling the services or the products of a company or promoting, introducing and/or expanding the services or the products or the company itself. In other words, Business Development functions in some capacity to expand, grow and promote the services, products, or the business of an existing entity. On the other hand, Business Engineering is a completely different concept. It is the conversion of an idea from a twinkle of someone’s imagination to a hustling and bustling, money-making, successful real entity. American Elite is a Business Engineering and Executive Administrative Consulting Company. Can you imagine how much effort and expertise goes into creating a successful business?

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