Operational Excellence


  • Turned pro in 2002
  • Started working with Adolfo in 2011 when ranked near #50 ATP
  • Since 2011, he won 6 of his 9 ATP Titles
  • In July 2012, he reached his career high ranking as ATP#10, breaking into the coveted ATP Top Ten

Guillermo García López

  • Turned pro in 2002
  • Started working with Adolfo in 2012 when ranked #65 ATP, and retained him as performance coach until his retirement in 2021
  • From 2012 to 2015 he won 3 of his 5 ATP titles and played another two finals
  • In 2015, he reached ATP #21 Ranking


  • Turned pro in 2004
  • Started working with Adolfo in 2011 when ranked outside of the #50 ATP
  • In 2013, when he nearly fell out of the top 100 ATP Ranking, Adolfo joined his team full time.
  • In 2014 he reached his career high ranking ad ATP #28 and played his first ATP 500 Final.

Operational Excellence

For an international components manufacturer wanting to transform its global Procurement performance.


International Manufacturing Company




6 months


Driving Operational Excellence

Following the sale of its packaging and filters divisions, Essentra became a standalone components business. After an extended period of uncertainty, the Procurement & Supplier Development function needed to invest in both capability and capacity, with supporting processes and technology to meet ambitious business growth targets.

We targeted key outcomes to support business growth and continuity:

  1. Created stability by gaining agreement on the future for procurement. This included establishing the business expectations of the function, aligned with building a function capable to manage a global supply chain necessary to achieve the business growth targets
  2. Developed the global procurement operating model and gain business-wide agreement. We designed the new organisation and road map to deliver the corporate business plan
  3. Engaged the wider business on the programme to deliver the transformation of the procurement function, gaining acceptance of the business plan and ROI for a Procurement function elevated from transaction management to a value-add business partner
  4. Delivered a programme of short-term operating cost savings, setting cost reduction and working capital targets, introducing a benefits management process and integrating supply contracts previously managed as part of the wider group

We were ambitious with the transformation plan and didn’t wait to deliver incremental gains; those gains build credibility with the wider business and accelerate the ROI

We didn’t overthink it: the simple solutions are often the right ones, and action achieves more than planning for perfection. A programme of continuous improvement delivers the best outcome

We recognised that to deliver the change successfully, the team needs to feel ownership. We agreed their roles in delivering the transformation activity, empowered them and provided the support they need to succeed

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