Advisory services

In today’s competitive market place, private company leaders like you need an advisor who can bring deep experience in developing solutions to the issues and challenges facing your company; an advisor who understands business strategy, technology solutions, risk and how data can be used as a strategic advantage. PwC’s Advisory practitioners have this acumen and work with clients like you on these and other critical aspects of your business.

Specialty services designed specifically for private companies

PwC’s Advisory team has developed a range of cost effective business solutions specifically for private companies. Designed to quickly deliver a return on investment, these solutions may help your company:

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PwC's advisory capabilities for private companies

Tyson Cornell, Partner, Midwest & Greater Chicago Advisory Leader, talks about Advisory capabilities that PwC officers private companies.

A client story: Getting the most out of your ERP system

For additional information on advisory services

Sustainable Cost Reduction

Client Issue:

A distributor of consumer products faced declining sales in five of its core brands and wanted to achieve a step change in G&A costs through a large-scale transformation. The leadership team needed support in evaluating various consolidation scenarios from an objective third-party, and lacked little depth in its mid-level management team to successfully execute the transformation. An additional complicating factor was a planned ERP system cutover that had to occur in conjunction with the consolidation. PwC was engaged to conduct a rapid assessment of the G&A costs, and presented/implemented a two phased consolidation approach.


  • G&A cost reductions of over 24% (improved bottom-line results were critical in an upcoming debt restructuring)
  • Strengthened leadership team
  • Implemented leading practices
  • Improved use of systems

IT strategy roadmap development and execution

Client Issue:

A large Retailer and Direct Marketer maintained a complex, legacy portfolio of over 400 commercial and custom systems that were lagging the business demands and consumed 80% of the annual IT budget to simply maintain the current state. Leadership wanted to develop a roadmap, and associated business case, to completely transform its current IT environment to a next generation of systems and platforms that would support the future business strategy. The Company was looking for a capable partner to work collaboratively with the existing team to bring market intelligence, leading practices, and a methodology for driving transformational change. Through a rapid analysis and focused discussions with key business leaders, PwC helped management develop a five year roadmap plan to completely transform its IT environment and align to leaders in the industry. A Program Management office was established with an effective balance of governance to efficiently structure the planning and execution of each of the major initiatives.


  • IT roadmap including a time sequenced plan of initiatives, one-time cost investment, and potential benefits (IT and business) to justify the transformation program, including a structure Project Management office to execute the implementation.
  • Structured and disciplined process for rapidly evaluating and selecting key software and service providers to serve as future technology platforms to support the business in the future

Supply chain transformation for a building materials company

Client Issue:

A leading building materials manufacturer and distributor was lagging the industry leader in its ability to cost-effectively meet the increasing demands of major retail customers. It also lagged in implementing an ERP and SCM software. Historical customer loyalty and pricing premiums were eroding. It’s large, complex supply chain was operated in a decentralized model and lacked coordinated planning for inventory distribution. The company was faced with volatility and price pressures.

PwC’s PRTM management consultants conducted a detailed supply chain benchmark and assessment, and developed the supply chain strategy and process and IT architecture. We redesigned and optimized the manufacturing and network distribution, identified and planned new strategic distribution centers, realigned production and redesigned the manufacturing plant organization model.


  • On-time delivery went from < 65%="" to="">
  • Invoice accuracy improved from < 80%="" to="">
  • Restored pricing and increased market share
  • Increased sales 6% above planned output in one regional market with constrained supply
  • Reduced inventory levels from 29 days to 21 days within one year of go live
  • Reduced manufacturing costs by over $12M/year
  • Reduced freight costs by over $7M/year
  • Reduced supply chain planning finance costs by over $2M/year'

Demand Driven Replenishment at Food and Beverage Client

Client Issue:

The client faced the issue of out of stock and growing backroom inventory at the retailer, resulting in lost opportunity and higher inventory holding cost. The average out of stock was 13% which is significantly higher than the industry average of 8%. Backroom inventory at stores was also higher than industry average (24% of volume). PwC’s data analytics professionals designed and deployed a custom demand driven replenishment system, to reduce the out of stock problem at the retail level.


  • A custom demand driven replenishment system which used time series models to predict weekly demand at a store-SKU level
  • Successful nationwide rollout of the solution across the company’s distribution network
  • The solution yielded 8% reduction in out of stocks, 10% reduction in backroom inventory, and 15% reduction in headcount driving a projected $20 million annual EBITDA contribution

Business Continuity Management (BCM)

Client Issue:

The client requested assistance in developing an enterprise-wide business continuity management (BCM) program. PwC followed its five-phase BCM methodology to determine the client’s critical functions, developing recovery strategies for each critical function, documenting business continuity, emergency response, and crisis management plans, and developed testing and maintenance procedures to promote the sustainability of the BCM program.


  • Business continuity governance structure including program manager, BCP team leaders, and a two-tiered crisis management team
  • Enhanced ability for the most critical functions to be able to respond to unexpected interruptions and recover operations in an organized and efficient way, minimizing the impact of a disruption to the company, its employees and its customers
  • Sustainable program with defined maintenance and testing procedures for the ongoing enhancement and development of the program

New Product Development Transformation

Client Issue:

A computer systems supplier had a 40-50% product development cycle time disadvantage to its competitors and an informal unstructured prototype build process across its divisions. We conducted a diagnostic assessment of cycle time, processes, and project mappings. Formed cross-functional design teams to define the process structures. Piloted and improved project excellence capabilities created by the design teams.


  • Achieved a 36% reduction in prototype cycle time
  • ~200M in savings through productivity improvement and direct cost reduction
  • ~$30M improvement in revenue through improved customer satisfaction

Product Lifecycle Management

Client Issue:

A high-technology manufacturer had multiple data repositories, non-standardized parts and BOMs making it difficult to partner effectively with R&D co-development partners. PwC/PRTM merged data repositories, standardized parts/BOM creation, and streamlined processes for partners


  • On track to realize a $4-5.5M cost savings per 1,000 users
  • 10-15% reduction in time to market

Hyperion Enterprise Performance Management

Client Issue:

The client ‘s existing process in preparing the consolidated GAAP cash flow statement was manually intensive and time consuming, prepared on a quarterly and annual basis. The forecasting method also lacked precision. The client engaged PwC to help streamline and automate the Cash Flow process and align all reporting with GAAP.


  • A standardized and automated Cash Flow process, enabling the company to achieve efficiencies and accelerate the close and reporting process.
  • Enhanced operational insight into the Cash Flow, due to reduction in time spent on assembling the Cash Flow Statement and increase in time on analysis.
  • Automation through Hyperion Enterprise, yielding a more comprehensive and accurate cash flow statement by eliminating significant manual intervention.

Minimizing Loss through Forensic Investigation

Client Issue:

A multi-national privately held firm identified questionable activity that impacted funds held on behalf of their clients. The company conducted a preliminary assessment and found that certain former employees had misappropriated funds from client accounts for their personal benefit and use. PwC worked closely with outside counsel and management to analyze the questionable transactions and related activities of the former employees.


  • Based on the investigation and analyses completed by PwC, the company was able to take proactive steps to reimburse several of their clients for the losses sustained and avoid any further damage to their client relationships
  • The findings and related ongoing dialogue with the company with respect to the identified areas of risk enabled them to enhance processes and procedures and strengthen controls and oversight to avoid similar issues in the future
  • PwC provided assistance to the company as it interacted with its external auditors in connection with its controls and financial statements and its insurance provider as it prepared a fidelity claim in support of loss recovery