Ensr

In: Business and Management

Submitted By dochollywood
Words 908
Pages 4
ENSR International, headquartered in Westford, Massachusetts, provided a broad range of environmental consulting services. The firm had 70 offices worldwide, including 45 in the US. The non-domestic offices were distributed throughout the world, ranging from Canada to Azerbaijan. 2000, ENSR had 1,200 employees, most of whom were experts in one of 60 different technical disciplines such as meteorology, atmospherics, biology, chemistry or engineering. During the last year, ENSR did approximately 3,000 projects. The average project lasted about a year in duration and was valued at around $30,000 in net revenue. A typical project yielded a contribution margin of about 60% on net sales. This percentage contribution didn’t vary systematically across projects of different size.
ENSR had just gone through a management-led buyout with Wingate Partners, a Texas-based private equity firm. The new ownership team felt that bottom-line results could and should improve significantly. ENSR had been chasing this lucrative project at Westchem for some time but its main rival, Hughes-Hailey, seemed to have the inside track in recent weeks. So, the loss of the project did not come as a surprise. Each Monday for the past six years, Anderson, CFO Ed Bernice, SVP of HR Bob Kelleher and Bob Weber, President of North
American Operations, sat down and discussed the key issues facing the company. The report was clear in that it showed little improvement in the firm’s utilization of its key resource: consultants. How they should respond to it was far less clear. In fact, Andersonhad already discussed with Kelleher and Bernice the prospect of cutting people to meet his bottom line targets.
Throughout most of the 60’s and 70’s, the firm continued to focus on helping firms to efficiently meet air quality regulations. In the 80’s, the firm branched out into other environmental…...

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