EBRD selected Aspiro to provide procurement support to the EGO Ankara Transport Company to assist in procuring 282 new buses and 2 fuel stations in line with the EBRD Procurement Policies and Rules (PP&R). We developed procurement strategy, prepared tender documents and provided support during whole procedure and contract finalisation.

We assisted with revision of documents and with analysis and description of environmental and social impacts. We developed complex financial model forecasting various scenarios with impact on EBIT, EBITDA, DSCR, including creditworthiness assessment. We supported client in shaping the annual investment plan and procurement strategy and advised on securing optimal financing options, including loan negotiations.

Jadrová energetická spoločnosť Slovenska decided to assess its own potential in zero-emission fuels production. Aspiro created scenarios for various land use alternatives with main focus on wind farms and photovoltaic parks with different installed power capacities and examined potential use of large-capacity batteries for the storage of surplus electricity from renewable sources in the production of hydrogen.

Aspiro provided timely and effective on-site support, coordinated the communication between the EBRD, GMM and the tenderers; helped to GMM to mitigate the risks that arose during the tender processes and played a key role in successful procurement of new 56 CNG buses under the EBRD PP&R without any complaint.

The City of Kara-Balta had approached to the EBRD with request to finance priority investments in water supply and selected wastewater improvements. The current systems of the City are deteriorated and the renewal of the critical infrastructure required large investment. As consultant, Aspiro provided services for the Corporate Development and Stakeholder Participation Programme.

Aspiro was responsible for creation of management reporting database and definition and design of KPIs. Our experts were helping with architecture design of reporting solutions within NCZI, setting up managerial reporting and Power BI, installing servers and applications and creating Proof of Concept for eHealth Reporting, BI reports and integrations with website ezdravotnictvo.sk

Our experts joined 3rd stage of a large social housing program to enhance the supervisory and project implementation support capacity on behalf of Council of Europe Development Bank, helping to improve reporting, identify and mitigate risks, and liaise with local stakeholders to resolve arising issues.

We entered a project that was several years in delay to help accelerate its implementation and provide the Council of Europe Development Bank with supervision and intervention capacity, at the same time assisting the Serbian Ministry of Infrastructure in operational project matters.

Aspiro carried out end-to end project aiming to define Target Operating Model using customer centric approach. The scope of services included design of 10 customer journeys, defining key steps of customer interaction and business needs, framing EBS digital ambitions including internal and external digitalization, planning transformation roadmap and support of required governance including setup and execution of initial strategic demand process.

Aspiro supervised the implementation of EBRD road rehabilitation project and advised on climate resilience elements in project planning. Our experts conducted initial institutional mapping, assessed and reviewed the 3 road designs, including gap analyses, cost-benefit analyses, return of investments and developed climate change strategy and adaptation plan. We led the pilot assessment of 52 road sections.

Through series of management workshops Aspiro build up the custom-made E+ strategy, crafted and validated the concept with top management as well as selected channels and tested the new concepts on customer samples. We mapped household / energy SK relevant trends and their implications, prepared the overarching household development concept designed the strategy to exploit digital trends and prepared business case comprising financial outlook and implementation costs.

As the Consultant we were providing assistance in procurement of engineering and consulting services in accordance with the Bank’s procurement rules, agreed procurement strategy with the Bank and procedures, specifications and documentation of the Bank and pursuant to all other agreements stipulated in the Loan Agreement signed between the Company and Bank.

Aspiro’s team of experts successfully assisted the EBRD in providing technical assistance to the Ministry of Finance with the PPP capacity building, including enabling environment and guiding materials development and training.

Aspiro’s team of experts successfully assisted the EBRD in providing technical assistance to the Ministry of Finance with the PPP capacity building, including enabling environment and guiding materials development and training.

The EBRD planned to implement a new technical cooperation project to develop, in cooperation with the United Nations Economic Commission for Europe (UN ECE), a model concessions law, based on internationally accepted standards and best practices. Our team has mobilized the working group, prepared budget estimates and supported international experts from various countries in their logistics arrangements, resulting in efficient meetings with clearly defined outcomes.

Aspiro provided technical assistance for preparation of street lighting system upgrade under public-private partnership. We supported with review and improvement of project pre-feasibility study, financial model and creating risk allocation model. We prepared a due diligence report assessing legal, institutional and regulatory issues and compared with FIDIC options. Company also helped to secure remaining funding.

EBRD has contracted our team to organize a conference in Uzbekistan titled “Developing Money and Capital Markets Supporting Growth in Uzbekistan”. Our team has prepared relevant materials, ensured visibility of the event and international coverage and supported with logistics and reporting, ensuring smooth realization of the event.

After successful Phase 1, we assisted with definition of Digital Storyline with new digital capabilities and its validation back to the VSE / innogy core business, provided calculations of revenue / costs contribution of the digital strategy and feasibility review of IT architecture for proposed digital components. We helped with drafting roadmap for projects implementing and descriptions

Aspiro supported the East Slovakia Energy company with redesign of sales network of energy advisors (iEP) and proposed various scenarios of new iEP models. This included a deep analysis of iEP performance data, household data, creation of forward looking (5 year) simulation model reflecting a change of lead mix and new lead generating activities and calculated revenue / costs contribution of each of the proposed iEP model variant.

Our consultants analysed business priorities (pain / gain factors) and mapped current digital activities. We facilitated creative workshops to generate, validate and shortlist digital ideas. After definition of Digital Storyline, we helped to integrate and validate it back to client´s core business, incl. analysis of potential benefits. We continued to next phase of roadmap implementation.

Aspiro assisted the client in overall project implementation and management. Specifically, we set up the PIU and management procedures, and outlined the PIU members’ roles and responsibilities; restructured the procurement plan of the investment package to streamline and simplify the EBRD procurement process and speed up project implementation.

Zvolenská teplárenská in Zvolen, Central Slovakia was seeking to obtain loan funding in amount of 31 mil. EUR for construction of biomass heating plant. Aspiro supported the client in preparation of the project financial model and an investment project teaser for initial meetings with financial institutions, and provided recommendations on selection of suitable financial institutions.

Our experts assisted with re-design and automation of key business processes. We helped client with process mapping and redesign and automation of key selected business processes (change management, contracting, order to cash); best practice driven process optimization to improve process performance and functional specification for automation. We provided documentation of the process in iGrafix.

Aspiro’s team of experts identified the KPIs of the company that were relevant to different layers of management; helped streamline the data collection processes, integrating them into a single aggregate dashboard for company board and middle management where different datasets could be viewed in real time.

The municipal water company in the City of Tirana (UKT) has received the loan from the EBRD to implement an investment project to finance improvements in the water supply system. The EBRD engaged Aspiro and our experts reviewed the technical specifications, prepared tender documents, published tender and supported UKT in the selection of the contractor.

Our experts provided assistance to the Company in developing and implementing a comprehensive Financial and Operational Performance Improvement Programme and developed a medium to long term (5 year) Corporate Development Plan, and supported to the City in development of a monitoring tool, based on DataCity platform design.

Aspiro prepared redesign of sales network of energy advisors and proposed various scenarios of new iEP models. We provided analysis of external household data, business priorities (pain / gain) and created forward looking (5 year) simulation model calculating revenue / costs contribution of each of the proposed iEP variant

EBRD has contracted our team to organize workshop titled “Public-Private Partnerships: Promoting International Standards and Best Practice in Uzbekistan” with aim to design and develop a modem investor-friendly PPP regime in the country . Our team has prepared relevant materials, ensured visibility of the event and international coverage and supported with logistics and reporting, ensuring smooth realization of the event.

Aspiro has supported the management of the Slovak Land Fund with preparation of a feasibility study for electronization of public services and optimization of operational processes. Aspiro team analyzed the initial status of public services, IT architecture and defined proposed solutions and implementation process.

Scope of study included mapping current status in IT infrastructure, available data and company strategy for midterm period and identification of relevant use cases that could address current business issues as well as potential capabilities the company may poses in the future. We completed market study about possible software solutions supporting required capabilities for Big Data introduction in ZSD.

Our experts together with the client team oversaw the preparation and implementation of all aspects of expansion. We defined target business functions of the joint venture and cooperation model between ESET and its distribution partner, provided support to ESET top management during the negotiation process and helped them to draft statutory and business terms and prepared financing scheme, budget estimate and legal documents.

Aspiro delivered policy dialogue activities, included project missions, training sessions for government officials, and regional conference. We engaged with 8 governments in the region (Georgia, Jordan, Moldova, Montenegro, Kyrgyz Republic, Tajikistan, Turkey, and Ukraine) to support and accelerate their WTO GPA accession process and related negotiations leading to harmonization of public procurement regimes including PPP.

The EBRD has engaged with 8 governments in the region (Georgia, Jordan, Moldova, Montenegro, Kyrgyz Republic, Tajikistan, Turkey, and Ukraine) to support and accelerate their WTO GPA accession process and related negotiations leading to harmonization of public procurement regimes including PPP. Aspiro supported the policy dialogue activities included project missions, training sessions for government officials, and regional conference.

Aspiro mapped and evaluated business environment in Nordic countries for ESET product distribution. Our team has assessed market entry to Finland with a successful onboarding of local distribution partner. Aspiro also lead successful contractual negotiation between ESET and a major cross-european distribution partner focusing on sales via new IT platform.

The Salaspils District Heating Company has approached the EBRD for a EUR 4.0 million loan to finance energy efficiency retrofits and renovations in apartment buildings, mostly demand side energy efficiency investments in six residential apartment buildings. Aspiro prepared a feasibility study to assess the EBRD investment to the Salaspils DH company.

Our experts provided assistance in designing and developing City Dashboard – central reporting and information platform for more effective city management and communication with the citizens. We provided AS-IS analysis, data requirements and solution architecture, priorities and needs and we supported preparation design and development of “City Dashboard“- web portal and mobile application

The client initiated Customer Experience Transformation program, which aimed to re-define customer interactions, underling customer facing processes and tools as key competitive differentiator of the bank. Aspiro was asked to setup and manage transformation office, provide quality assurance of key transformation deliverables, design Target Operating Model changes and support to PMO with overall portfolio planning, prioritization and decisions making process management.

Aspiro supported the bank with the design of the CX transformation. We facilitated regular CEO / CT Executive Steering meetings, stakeholder management for transformation related content, advised to Target Operating Model conceptual design and decision making support to management. We were included into project preparation, business case compilation, system costs allocation calculation, etc.

Based on complaints and media reports on technical issues and procedural failings, we took an independent look on behalf of the lender on the merit of the claims with regard to EIB’s environmental and social guidelines, to assess whether the PPP highway project remains materially compliant and bankable.

The Lithuanian Public Investment Development Agency (VIPA), an agency of the Ministry of Finance of Lithuania, has approached the EBRD for a EUR 50.0 million loan. Our team of experts prepared a feasibility study to assess EBRD investment to VIPA to finance energy efficiency investments in multi-apartment buildings.

We supported Slovak companies to meet the criteria and be eligible and successful in IFI/IGO environment and coach them in the basics of relationship building, opportunity qualification, procurement/PPP approach, tendering, bid management and consortium building. We provided advisory services throughout the process, with focus on Slovak suppliers with cost sharing.

The EBRD extended a loan of EUR 33 million to Izmir Metropolitan Municipality. The proceeds are being used for the acquisition of three vehicle ferries, construction of new ferry wharves, and the construction of a repair facility. Our team supervised the project and ensured its smooth implementation, in particular in the initial critical stage of building relationship between the EBRD and the Client and procurement under EBRD PP&R.

Experts assessed the City Water and Sewerage Administration performance and service quality, prepared a model of customer strategy, regulatory affairs, product and customer management. We provided financial and operational performance analyses and methodology for KPI-based performance system, revenue increase programme and business and investment plan with aims to improve service quality and environmental and social performance.

The EBRD has provided a loan of 25 million EUR toward reconstruction of local road Lubnice – Jelovica – Jezerine, connecting towns of Berane and Kolasin in Northern Montenegro. Aspiro helped to the client in preparation of procurement strategy and tender documents. We consolidated and integrated the requirements and project designs; supported management of the project and tendering process.

We analyzed current water and sewerage infrastructure in the country, defined target service levels, identified the additional needed infrastructure to reach them, estimated the cost and how available financing options can cover it, and integrated all of it into a single automated financial model to help Kyrgyz government project different scenarios and plan their sectoral policies and programs.

Aspiro set up the PIU including all relevant municipal departments’ representatives and coordinated their work and needed activities; we defined the procurement strategy of the 50 CNG buses tender following market research and best practice in tenders under EBRD PP&R; we executed the tender on behalf of the PIU.

Interim project management services for delivery of project RM Tool – implementation and upgrade of corporate CRM system for CORP and SME segments (includes planning, reporting, change control and vendor management & contract management support). Our experts covered integration of CRM system with others system in bank and external sources and creation of “360 view of corporate customer”.

Aspiro researched institutional arrangements in Belarus, understood and interpreted the relationships among stakeholders, and proposed several scenarios how the solid waste operations could be merged by setting up a new company and transferring assets from existing entities. We prepared a list of risks associated with each scenario and proposed how to mitigate them, then prepared a high-level merger roadmap.

The Central Coordination Body of Slovak Republic launched a project – Strategic and process model – with aim to improve the efficiency of absorption of EU funds. Aspiro developed a conceptual basis for future model of risk management. We have validated the concept through a Pilot risk model in record time, designed management processes and a concept for project segmentation.

The Central Coordination Body of Slovak Republic launched a project – Strategic and process model – with aim to improve the efficiency of absorption of EU funds. Aspiro developed a conceptual basis for future model of risk management. We have validated the concept through a Pilot risk model in record time, designed management processes and a concept for project segmentation.

Aspiro’s experts mapped technological and managerial processes related to energy consumption and management and proposed streamlining changes to save energy and time and reduce emissions footprint.

Aspiro’s experts mapped technological and managerial processes related to energy consumption and management and proposed streamlining changes to save energy and time and reduce emissions footprint.

The EBRD has provided a sovereign-guaranteed loan of EUR 10 million to Trafiku Urban, the urban transport company in Pristina, to modernise its bus fleet through the purchase of 51 new low-entry diesel Euro VI standard compliant buses. Aspiro experts provided our procurement expertise under EBRD PP&R.

Aspiro assessed span and depth of currently used business support systems and helped to define target global application architecture, balancing the need for centralization / standardization against benefits of flexibility of local solutions. Our team delivered activities ranging from requirements collection and operation level comparisons through architecture design and definition of application standard for new offices to implementation roadmap preparation.

Aspiro provided series of tasks related to programme management services, test management, deployment management within individual governmental resorts/state service and organizational preparation of the system operator, which aimed to ensure smooth transition from the current payment method for legal and administrative fees paid with paper stamps to a central electronic evidence system.

Aspiro supported ETV, a Serbian state-owned company, to implement the second phase of the switchover from analogue to digital terrestrial television broadcasting in Serbia. Our team of experts supported the Client throughout the entire procurement and contracting process.

ESET decided to acquire DESlock, a British encryption software vendor. Aspiro worked closely with ESET iternal team and external M&A expert to manage acquisition process including financial and legal due diligence, negotiation and preparation of transaction and other related documents. The target company was successfully acquired in July 2015.

Private equity CARDUUS Asset Management company was planning an expansion to new market / segment and in need of new CRM to manage customer & partner portfolio. Our experts completed internal processes analysis, collected business requirements and functional specification and helped with 3rd party solution integration of client reporting. We covered end-to-end delivery management.

We identified areas for improvement of financial and operational performance of water utility company and developed a Financial and Operational Performance Improvement Programme for customer management improvements, streamlining of billing and collection procedures, reduction of administrative losses and identification of PPP areas. We assisted in implementing Environmental and Social Action Plan according to EBRD’s E&S Policy

The EBRD and UNCITRAL have engaged with Government of Egypt upon their request for technical assistance in bringing the Egyptian procurement legislation up to international standards in line with UNCITRAL’s 2011 Model Law on Public Procurement. Based on prior cooperation the EBRD has designated Aspiro as the consulting firm to cover the related activities.

Aspiro supported the growth of the municipal utility company through the connection of new consumers and to upgrade the quality and reliability of the water supply system, thus improving the living standard of the population in Capljina. We assisted the City in overall project implementation, notably procurement of the works, goods, and construction supervision services.

We consolidated the technical specifications and advised on the procurement strategy. Supported Izmir Metro during the entire procurement process, starting with preparation of tender documents, including qualification and evaluation approach up to tender evaluation and contract award.

Our team of experts reviewed the project feasibility study and supported the selection process among the offered project options and converted them into a design-build type of tender document.  Following, assisted the Company in procurement process under EBRD PP&R, including procurement of construction supervision consultants.

In Slovak Telekom, Aspiro designed Radical Simplification Blueprint with focus on customer experience step change, cost saving and implementation of new IT Architecture. During the next phase, Aspiro provided know how and support during the redesign of processes (including the KPIs). Processes were transformed to business requirements and business concepts. Finally, we delivered Program and project management services.

Aspiro delivered digital strategy support for Česká sporitelna with Corporate Web & Public Zone – we mapped website concepts & trends analysis, prepared business requirements and specifications collection, designed implementation roadmap and covered end-to-end delivery management. For Personal zone, we analysed process and IT gaps, created B2B Lead Management concept and developed final prototype.

As Aspiro, our team of experts identified the prerequisites, risks and benefits from outsourcing key functions. We also assessed the terms under which this could be sustainably done and proposed different outsourcing scenarios.

As Aspiro, our team of experts identified the prerequisites, risks and benefits from outsourcing key functions. We also assessed the terms under which this could be sustainably done and proposed different outsourcing scenarios.

Our expert team was invited to support the required communication related to the major IT implementation project, where our responsibilities included preparation of communication strategy and materials towards the Board of Directors and bank employees across different bank departments, as well as reporting for program management and all shareholders.

During the 1,5 year engagement Aspiro was responsible to establish sales channels for ESET in South Korea and direct ESET office in Australia: to set-up of legal entity, grow the team, build up the processes, on-board the resellers and to kick-start the sales on Australian territory. This office after 1st year outperformed the initial sales plan by a multiple.

In 2011 UNCITRAL adopted a new model law on public procurement which serves as a template for governments throughout the world to implement leading provisions and practices in public procurement. We set up programme management structure and processes among stakeholders, suppliers, and experts across 9 countries. (Austria, Armenia, Kyrgyz Republic, Tajikistan, Morocco, Tunisia, Egypt, Jordan, and Mongolia)

Aspiro prepared a Corporate Development Programme for water utility department, planned and implemented FOPIP actions and steps. We introduced IT infrastructure and improved customer management processes and prepared feasibility study, focusing on service outsourcing. We advised in implementing the Environmental and Social action plan to satisfy EBRD’s E&S Policy and allow for smooth loan disbursements.

We analyzed current water and sewerage infrastructure in the country, defined target service levels, identified the additional needed infrastructure to reach them, estimated the cost and how available financing options can cover it, and integrated all of it into a single automated financial model to help Kyrgyz government project different scenarios and plan their sectoral policies and programs.

The benchmarking study presented a summary of customer experience using various perspectives which could be used as a starting point in setting up a service model for smartphones. Aspiro captured key differentiators by analysing customer experience from available competitors’ communication paths (website, call centre, chat, email, apps, etc.) and contact points (brand stores, service points, Telco reseller).

We have supported Slovak Post with optimization of logistics and costs associated with cash management operations and software equipment building. Our job was to get and analyse available data and define limitations for cash management analysis, to implement agreed optimization measures also for key partners and to define a strategy for product line extension.

Stredoslovenska energetika, a.s., as a leading energy provider within Slovakia, decided to improve efficiency of its internal processes as well as to significantly increase level of customer care services by implementing new information system – SAP ISU/CRM. Aspiro was contracted to provide its professional skills in the area of overall Program management, as well as Project management for SAP CRM stream.

Aspiro provided support in commercial and contractual stream assuring content-wise preparation of Key Principles for parties collaboration during the FTP implementation that resulted into bilateral Framework Agreements between the Bank and the Parties involved; also preparation of Operations, Support and Maintenance agreements. We prepared vendors strategy for negotiations and supporting documentation for Acquisition Phase.

Aspiro was responsible for project management of process and business design focused on Order-To-Cash, Procure-To-Pay and Finance processes in wholesale company. We completed full process mapping, best practice driven requirements and supported organizational redesign proposal, compliance with internal rules and alignment of Easter Europe management requirements with the analysis & planned implementation.

Aspiro was responsible for AS-IS analysis of data sources and data quality for maintenance management, creating methodologies for data collection & consolidation and trainings of internal employees on this methodology in praxis. We did analysis and design of maintenance model, built modelling and data management interface and run deployment on client´s site, including setting up reporting.

Aspiro experts were hired to define responsibility for the key processes and implement KPIs for each department that is linked to company strategic objectives. We set up basic measures for dash boards, designed Performance Indicators for Back Office processes and provided data collection and verification of data availability for defined indicators. We designed the performance management process and supported selection of a future process owner.

Based on inputs provided by client, Aspiro has defined and analyzed the major weaknesses and defined goals needed to be achieved in short- and midterm horizon and developed the implementation roadmap. Focus was on the design of the Target Operating Model in the areas of Demand management and then to support implementation of the changes.

Aspiro’s experts assisted with management transformation at the Bratislava Water Company after the decision to outsource maintenance of selected assets has been taken; this included change in processes, definition of KPIs, risk redistribution mechanisms, and solving of issues that arose in the course of the change.

Our target was to align the sales, sales support and backoffice process according to VBL International and VBL SK legal requirements. Aspiro prepared, designed and delivered timetable for implementation of a proposed solutions, workshops at the pilot branch and managed the implementation steps.

Among our targets were optimization of signature competencies, implementation of sufficient level of approval control and document signing in the PPA Controll. We helped propose new organizational structure, process changes of HR department and implementation plan for workload. We also reduced procurement costs by optimizing the purchase process and by identifying synergies in centralized purchasing.

We assisted client with mapping of business needs in hotels for dynamic pricing and prepared business solutions. Our expers covered the selection procedure of preparing materials for approaching suppliers, implementing the selection process to the communication and negotiation with suppliers, evaluation of bids and their feasibility, selection of appropriate alternatives and approved project schedule, scope and budget.

After successful merger of Rexel CZ, distributor of electrical equipment and wiring material, with Elvo and Hagemeyer CZ, Rexel chosen Aspiro to provide external support with re-design of most critical processes, namely Order-To-Cash, Procure-To-Pay and Finance processes, within a short timeframe.

FirstData agreed to completely outsource bank’s ATM and Debit Card infrastructure and ensure it’s operations. Aspiro’s role was to lead the major workstream for applications development, system integration and support for deployment of the system. The workstream within the program was conducted by local solution centre of FirstData delivering and deploying customized version of cutting edge transaction’s processing software to the bank and assuring the system integration of all the software components.

Aspiro was asked to conduct strategic and methodology workshops for gap analysis of ERP implementation project. In the first stage we supported the client with CEE strategic directions identification in order to review available options and best practices in the market. In second stage Aspiro conducted region gap analysis and methodologies definition workshops with focus on closing the cross-country gaps with respect to strategic priorities.

Our role was to perform analysis of existing processes and third party systems and proposal of changes related to the Loyalty Application implementation, including management of business integration, deployment process, quality control, testing and preparation and execution of training personnel on related changes.

Aspiro coordinated “risk life insurance” and “receivables management” areas. We provided business analysis and design of AS-IS functionalities (using Enterprise Architect tool) for areas of enforcing and risk life insurance. We helped with identification of the gap vs TO-BE state and covered change management, negotiation with contractor and business and final agreement on feasible solution.

Aspiro has supported the analytical phase of the project for optimizing the functioning and manage expeditures, where our team reviewed the functioning of the company and prepared a list of possible savings in the cost and employee areas, including conducting interviews with employees. On top of that Aspiro prepared an implementation roadmap including immediate next steps.

Our experts helped to launch slovak online campaign to capture FOREX leads. We adjusted the value proposition for FOREX customers based on the market reality check, optimized the campaign, what resulted in more than 150 leads generated within 3 months with average lead cost of around 30 Euro and we redesigned initial lead-capturing process on landing page.

We did integration of dispatch centres with a focus on competencies, responsibilities, processes and recommendations for technical infrastructure. After AS-IS analysis among the dispatch centers and call centre in the company, we identified bottlenecks and gaps and defined TO-BE processes of new Central Centre. Aspiro also developed set of recommendations for technical infrastructure to support operations.

Our experts helped to set up new universal banking solution Finacle and other 3rd party solution changes across the bank with program management team with skilled Deployment manager. We delivered deployment strategy and approach definition, CRM implementation deployment preparation and management of deployment activities

Aspiro was asked to implement a tool for cost and profitability management answering critical business questions and help them to make the turnaround as fast as possible. We analysed & designed the model and built automatic actualization solution, that enables simple monthly updates. Our experts also summarized business interpretations and deploy BI reporting.

Aspiro provided mapping processes and AS-IS state, identification of bottlenecks in the process (duplications, unclear interfaces, downtimes, automation, redundant checks of six or more eyes, process error, etc.) and design of new, optimal processes, as well as measures to streamline the organization’s performance. We expected to reduce unique processes by about 30 processes.

Aspiro team supported the National Health Information Center of Slovakia to analyze processes, prepare organizational and institutional assessment including activities with goal of optimization of processes and organizational structure. We have prepared and executed a thorough process audit and assessment of the organization, including model of hypothesis and impacts on FTE and organizational structure.

Aspiro provided support at initial stage of consolidating Rexel regional operations, with the objective to achieve a shared view on scope and potential benefits. We assisted with executive level series of workshops leading to specific candidates for regional synergies across different areas, including Support Business Functions, Finance and Accounting, Human resources, Core Business Functions and others.

Our experts were assisting with identification of process bottlenecks and improvement points in current process interface between Bratislava Water Company and Infra Services. We completed AS-IS interfaces analysis, identified bottlenecks and gaps with impact on customer and operations, defined TO-BE process interface and designed SLA Matrix according to industry best practices, including activities, KPIs and reporting.

Aspiro was asked to implement a tool for cost and profitability management answering critical business questions and help the NCHZ to make the turnaround as fast as possible. Aspiro has designed a profitability model with automatic actualization solution and deployed it on client´s site together with a new BI reporting tool including training of internal team.

Aspiro was contracted for the process design and specification of functional requirements in order to implement new IT system for Order-To-Cash and Procure-To-Pay processes in the wholesale company Hagard:Hal. On top of that, Aspiro helped in the development of methodologies for Sales, Logistics and Purchasing according to industry best practice.

Credium’s (leasing company) goal was to obtain a detailed and actual profitability information. Aspiro has built and implemented the ABC solution providing detailed profitability breakdown by activities, set up reporting, and trained and mentored internal Credium team. Business users now benefit from seven-dimensional profitability matrix with detailed cost and revenue breakdown to analytical accounts.

Aspiro was asked to perform high-level benchmarking study to compare competitive landscape of online brokerage companies in CEE region on their product offer, business model, client platform and other distinguishing features of the competitors. Throughout several board meetings Aspiro advises Erste Group on new business opportunities, identified major weak points of current product offering and operations of Brokerjet.

Our team has provided support to Povodi Moravy, s.p. in analyzing the company from process-organizational and cost-benefit view. This included mapping and analysis of internal processes, organizational units and roles, their risk analysis and design of optimization program. In addition, we have developed a causal model of optimization hypotheses in order to align both viewpoints into one reference system to improve decision-making process for top management.

The overall objective of Aspiro was to provide Programme Management and Implementation Support, including to establish basic Reporting Standards and Processes, consolidate work streams, analysis of current programme management and reporting processes and setup of new ones (Reporting, Scope management, Configuration management, Quality management, Risk and Issue Management) and execution of program reporting towards involved stakeholders.

Our assignment was to unify the processes and rules of providing services to internal and external customers after the merge with Slovak Telekom. We provided help to map, consolidate and redesign processes of entering and processing requests for IVR contact centers, customer servicing via sales channels, issuing customer credit notes to resolve issues and others.

Aspiro was asked to lead project that would in a very short time frame prepare, launch and pilot outbound micro campaigns to x-sell and up-sell existing customer base. We covered definition of overall business concept (incl. channels, processes, target clusters) and microsegments / clusters based on approved hypotheses. We coordinated build-up of new call center and executed pilot campaigns (10 000 customers were called in less than 3 months).

Aspiro was asked to provide support with initial analysis of market potential in APAC countries, evaluate the current client performance on those markets and facilitate brainstorming workshops about new business development ideas based on provided potential analysis with focus on the revenue potential and market outlook. We identified key markets and provided recommendation where to divert attention.

The client asked Aspiro to carry out a deep-dive analysis of underlying reasons and root causes for increasing trend in payment delinquency and prepare, test and enforce corrective measures. We delivered quick hands-on diagnostics including direct interviews with selected sales reps and customers, brainstorming, definition and testing of corrective actions and evaluation of pilot

Aspiro supported establishment of a common CRM framework, definition of “best-fit” capabilities based on the Bank’s strategic priorities for each segment, assessment of already running / planned projects and identification of the missing pieces, consolidation of existing, modified and new projects into a CRM business roadmap and development plan of the underlying IT architecture for the CRM domain.

While pursuing its new business strategy with ambition to significantly increase its market share and reach base of 1 mil. customers, our role was to define overall business concept and facilitate key business decisions with board level audience, run analysis of existing IT architecture, prepare overall roadmap, phasing and detailed timeplan and make cost / benefit analysis as input for management decision making.

Our experts assisted to re-organize and re-focus BSS/OSS initiatives, align them with business and shorten time to business results. We provided setup of the PMO, end-to-end program management, change management and change control, quality management, program planning, monitoring and reporting and risk and issue management

Aspiro was asked to advise and accompany the strategy workgroup after change of director and during company ambition to enrich strategy with new insights and clear-cut implementation plan. Our experts assisted to revise the strategy and formulate comprehensive material (“Bible”) easy to be understood by all employees.

We prepared a new complex automated model in MS Excel in order to calculate fiscal impact of existing FDI incentives, but also able to show the previous calculations which were painting a much rosier picture than the reality identified through the new model. The model would allow the decision makers to project the net impact of incentives considered for pending investment projects.

We were hired to prepare strategy and implementation roadmap in order to increase performance and meet the strategic goals Aspiro provided detailed analysis of current situation in both external environment and internal situation and key strategy scenarios. Number of strategic initiatives were developed into specific projects to be implemented in order for the goals to be achieved within the given time.

Following the outbreak of the economic crisis in Slovakia at the end of 2008, the Slovak government set out a framework of measures to mitigate the effects on the economy. Aspiro analysed measures implemented by other countries to support national supply chain companies and subsequently proposed a series of improvements for the Ministry of Economy.

Aspiro experts provided support in developing the Operations and Maintenance guide for establishing formal processes for operations and servicing the R1 motorway and its facilities and helped with services of a project office with goal to introduce regular reporting to align cross-company teams to cooperate more effectively and provide timely information for the company management and financing bank about the work progress.

Grotto, a food manufacturer, has contracted Aspiro to identify real profitability of its products, distribution channels and customers. Our team has calculated the cost structure of these categories in detail using activity-based costing methodology and determined the unused capacity and costs per products. Thanks to these activities Grotto has gathered valuable insights for better decision making.

Aspiro was contrated for the transformation of Procure-to-Pay process with focus on automation and optimization of the process. The project included definition of functional requirements for automation of the Procure To Pay process for business owners from the following areas – Purchasing, Finance and Accounting. Analysis of as-is processes and business requirements, definition of functional specification.

After the design phase of the Order-To-Cash, Procure-To-Pay and Finance processes at Rexel CZ, Aspiro was chosen for the implementation phase. Implemenation included initiation of inventory changes, support of initiation for automated central invoicing set up, definition of pricing matrix with procedures preparation, start of Key purchase order data updating, and trainings.

During the project implementation phase, management and consortium members created the need to build a robust reporting framework in order to overcome the construction delays. We provided support in establishing formal programme reporting system and transfer the managerial best practices to the Client staff. The 50 km PPP motorway co-financed by the EBRD has been completed in 2 years.

Analysis of purchasing, logistics and marketing strategies to reduce costs for fast growing local company operating in wholesale industry. Definition of exact business and operational solutions, both on revenue and cost side, to identify strategy and actions to reduce costs and follow-up support of implementation

We conducted a six-week strategic study for ESET, which included the definition of the goal and concept in sales management, rapid diagnostics of ESET’s market position, categorization of distributors’ performance and review of the activities of the EMEA, APAC and LatAm centers. Then we proposed basic solution hypotheses and carried out joint and individual discussions with the management in their validation.