REVIEW OF PAST YR AHEAD OF BIG DAY29 Feb 2012 11:10
Tomorrow is results day. Looking back on the past year I see pretty much only positive events and lots of them since the near nadir of 09 Feb 2011. Starting with that day itself, the departure of David Andrews was good news; I am a big fan of David Andrews and believe he did a fantastic job in growing a FTSE 250 company from nothing in the space of 8 years but his skill set was not right for running an established global company, which is what Xchanging had become. He himself acknowledged as much in his FT interview back in December for his latest venture.The move of Ken Lever from CFO to CEO was exactly the right thing to do given the concerns that had been expressed about Xchanging's accounting as his high profile in the accounting world, including chairing the 100 club, meant that he, as much as anybody, would be trusted once he had scrubbed the Xchanging accounts. The question was obviously out there as to whether he could make the transition from CFO to CEO and I think the last year shows the answer is yes. Underpinning him with David Bauernfeind, a long term Xchanging hand who had not just proved a very strong UK CFO but also an excellent able right hand man to the UK MD, was also an excellent choice. The clean out of the Board, who, and it is difficult to argue otherwise , got it horribly wrong in the acquisition of Cambridge, was timely and the departure of Nigel RIch in particular. Personally I like appointment of Geoff Unwins as the new Chairman, an ex CEO rather than an ex CFO which many chairmen are, has helped ensure the three most senior positions at Xchanging are not all accountants/ ex CFOs, and provides Ken Lever with a good mentor in his first CEO role. The ditching of the loss making US business was a great move and getting paid for that Dodo was a masterstroke. The renegotiating of banking arrangements was a great sign both because it provides cover out to 2015 thereby confounding the nay sayers who believed Xchanging was about to go insolvent like ROC and Connaught and because it showed that, having crawled all over the books, the banks were confident enough to lend on a long term basis. The cost cutting has been brutal but targeted with the bloated senior management layers thinned out and the unnecessary real estate such as the Mayfair head office and the Chicago white elephant dispensed with but investment has continued in the right places such as building the new and pioneering Shimoga processing centre. Sales, long the Achilles heal of Xchanging have at last started to role in with the enormous procurement contracts with L'Oreal in Europe and BAES in North America (the true scale somewhat hidden by Xch's new way of accounting for them) and existing key customers have been renewed such as the LME and procurement for BAES UK (HR was lost but it was a minnow). Finally the overall structure of Xch, including the messy shareholdings with Cambridge and AON for XBS, has been simplified.
In short: a great year, well done!