Performance improvement: Equips you to grow earnings and outperform the competition.

Performance improvement is both a strategic and an operational tool, as it aims to ensure that employees, processes and technology are aligned to contribute positively to business objectives.


Cost reduction

Introducing a cost-control system can bring immediate savings and ensure that you remain competitive in the longer term.

Program management

Transformational program opens up newer opportunities and requires management commitment for time, budget and resources, hence can’t afford to go wrong with them.


As organisation grows, it requires to operate as per process for clarity of role, ease of monitoring and achieve highest level of  productivity.

Sales effectiveness

Your sales function can go beyond just generating revenue to build your brand and expand relationships.

Risk management

Amongst various uncertainties, all business face internal and external risks which need to be understood and managed to protect company’s’ long term sustenance.



Companies need to hire right talent, and then keep revamping their skills to keep up with changing technological and business environment.


Cutting costs is arguably the quickest and easiest way to improve the profitability of your business. There are various ways of achieving cost reduction including automation, manpower productivity improvement, operating model and processes, in-house vs outsource.

In-depth cost analysis

Determining money value of inputs (labor, raw material) called as the overall cost of production which helps in deciding the optimum level of production and balance the cost levers.

  • Meet the management to understand the objective of the study as well as expectations/ concerns.
  • Deep dive on company’s P & L to understand the cost break down, product profitability, channel profitability, function level cost structure etc.
  • For the selected areas of high expense, understand the cost levers, contracts, competition benchmarking etc to identify opportunities of cost savings.
  • Company documents/ reports, interview with key stakeholders in the company

Detailed cost presentation


1-2 months

Initiative deployment & benefit tracking

Selection of cost saving initiatives and keep track of the deployment benefit to visualise the impact

  • Share shortlisted opportunities with the management and and allow selection of few as per management alignment.
  • Develop selected initiative deployment charter, including owner, key activities, potential savings, risks, deployment timelines, budget requirement if any.
  • Share initiative charter with functional owners and CFT for alignment.
  • Share finalised initiatives with key management stakeholders for deployment and tracking.
  • Track initiatives for deployment and benefit realisation (optional)
  • Val partner assessment tools and resources, meeting with key functional owners and key management stakeholders

Opportunity presentation with delivery plan, expected benefits, owner and timelines


1 month


Critical success factors to a program includes effective change management, succession planning, transition planning, business processes, and project/program management.

Program delivery management

Process of managing several related projects, often with the intention of improving an organisation’s performance, by guarding the team’s time and ensure continuous delivery.

  • Meet the management to understand objective of the study as well as key expectation/ concerns.
  • Understand the scope of the program, as is status and meet all internal / external stakeholders.
  • Develop detailed program delivery plan, including RAID register.
  • Track program delivery and periodic reporting to management

Val partner internal project management tools & standard dashboards

  • Program reports
  • Risk matrix
  • Delivery schedule

To be determined


Process help you define structured steps to doing an activity, and to designate activities to given stakeholder in terms of RACI matrix. Processes also help you identify key performance indicators and bottlenecks which help you develop business intelligence tools to monitor business performance

Understand current business process

Encompasses understanding all activities engaged in the primary course of running the business and making profit. 

  • Meeting with the management to understand objective of the study and related expectations/ concerns.
  • Meet key stakeholder of each function to understand documented/ practised business activities, timelines, dependencies, team role in the delivery, performance dashboard etc.
  • Company data/documents/ processes/reports,
  • Interview with key functional SPOCS

Report on business understanding


1 month

To be processes, KPI & dashboard 

Create measurable metrics that evaluate factors crucial to achieving the company’s goals and maintaining growth. A well-framed KPI helps managers shows whether an organisation in achieving its key objectives.

  • Basis best industry practise and business stakeholders alignment, design process flow, including activities owner, dependencies, timelines, reporting, process KPIs.
  • Share process draft with Functional Heads for alignment and sign off.
  • Share final process with the management, and identify key KPIs and performance dashboard to track overall company performance.
  • Circulate processes with function for adoption
  • Process training and adoption drive (optional)
  • Val Partners assessment tools and resources,
  • Meeting with internal employees, function heads and key internal stakeholders
  • Business processes by function, activity owner, activity timelines, SLAs, standard KPIs and dashboards

1-3 months


Sales performance can be marred by quite a few factors: ineffective channel management, channel profitability, Outdated market knowledge, Ineffective incentives, limited product feedback; Partner issues, brand issues, poor customer service.

360° sales performance review

Powerful way for an organisation to find out about their strengths and potential development needed to deliver sales performance.

  • Meet the management to understand objective of the study as well as key expectation/ concerns.
  • Analyse all sales data, product wise – sales volume, channel access, sales commission, channel profitability, sales organisation structure & SIP etc
  • Interview with key sales personnel within the company and channel partners, to understand the sales operations, performance, market gaps and opportunities.
  • Carry out key competitor benchmarking w.r.t product pricing, channel commission, cost heads, and sales performance etc
  • Analyse data/ inputs to develop insights, do root cause analysis for any prominent observations.
  • Primary & secondary research
  • Val partner tools and resources
  • Interview with key internal stakeholders and channel partner

Sales review deck


1 month

Initiatives deployment and tracking

Select the initiatives for deployment and tract their performance impact

  • Share sales performance review with key sales management to discuss gaps and opportunities.
  • Align on key initiatives w.r.t sales improvement
  • Develop deployment charter for each of the given initiatives including owner, activities, timelines, budget requirement, risk involved, & potential benefits etc
  • Initiative deployment tracking and reporting to management (optional)
  • Val partner internal project management tools & standard dashboards
  • Initiative charter

1 month


Organisational risks may include strategic failures, operational failures, financial failures, market disruptions, technical advancements/ security breaches, environmental disasters, and regulatory violations.

Risk management involves identifying the types of risk exposure within the company, measuring those potential risks, risk impact assessment, proposing means to hedge, insure or mitigate some of the risks.

Risk assessment

Overall process or method to identify hazards and risk factors that have the potential to cause harm and making judgments on the tolerability of the risk to the business

  • Meeting with the management to understand objective of the study and related expectations/ concerns.
  • Understand the business w.r.t activities, competition, technology dependence, external market and internal control requirement. Deep down at functional level to understand key risk involved w.r.t technical, process, people, external, regulatory, financial or competitive etc.
  • Develop risk assessment matrix with the management, including risk impact, likelihood of occurrence, for buy in and alignment. For selected risks, develop risk mitigation plan along with functional owners.
  • Share risk matrix with key management stakeholders for buy in, and mitigation tracker for ongoing monitoring of risks.
  • Company data/documents/ processes/reports,
  • Secondary resources
  • Interview with key internal stakeholders in the company
  • Val Partners assessment tools and resources

Risk assessment matrix, including mitigation plan


1 – 2 months


A prominent reason for employee training is to addressing technology changes and providing the skills and knowledge needed to leverage new and emerging technologies.

Learning & Development

Employee training and development is essential for your organisation’s success.

Soft skills
  • Business etiquettes
  • Interpersonal skills
  • Logical thinking
  • Communication skills
  • Business ethics
  • Time management
  • Presentation skills
Business skills
  • Sales training
  • Project management skills
  • Pricing training
  • Customer service training
  • Business process training
  • Data analytics
  • Problem solving skills
Technical skills
  • Microsoft excel
  • Microsoft presentation
  • Microsoft project plan
  • Microsoft visio
  • Business case and financial modelling

What makes us different

  • Our relentless focus on breakthrough and enduring results
  • Our collaborative and transparent process
  • Our uniquely effective way of working alongside our clients
  • Our attention to your journey as well as your destination

We help our clients make change happen.