TTP Group

The TTP Group is a group of companies with offices in Germany, Austria, Switzerland, France, Belgium and India. It specializes in consulting and engineering services for the pharmaceutical and chemical industries. With its workforce of approximately 1,100 employees, the group generates revenue of around €175 million.

We conducted a detailed company analysis as part of a performance program for the TTP Group. n particular, this analysis closely examined the areas of indirect personnel, indirect costs, IT tools and software licenses.

Organizational Performance and People

Performance Improvement

Healthcare and Life Sciences

Reading Time 3 Minutes

Key Results

Up to €2.9 million

optimization potential identified.

Measures developed to potentially boost EBITDA

by about 19%.

Long-range strengthening of the position

as a leading engineering company in the chemical and pharmaceutical industries envisioned.

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The challenge

Since 2018, the group has been generating strong revenue growth of about 34 %. But it was producing an EBITDA margin that was only average by industry standards.
Following a period of company acquisitions to expand its product portfolio and the transformation into a European group, the company failed to fully tap the optimization offered by centralization.

The solution

We conducted a detailed company analysis as part of a performance program. In particular, this analysis closely examined the areas of indirect personnel, indirect costs, IT tools and software licenses. Internal and external benchmarks were set to determine the size of the profitability gap that separated the group from its competitors.

As part of its analysis of personnel, we identified the option of centralizing particular units and services as a key optimization lever. Workshops were held with the company’s managers for the purpose of jointly developing various scenarios for the reorganization and centralization potential. We also conducted activity analyses of selected employees and identified ways to modify wage costs by transferring employees to different locations. Other savings potential could be tapped by taking such steps as billing the end customer for the preparation of tenders.

We also presented a series of recommendations that the company could use to lower its indirect costs. These recommendations included harmonizing and centralizing selected processes and group-wide policies. It also recommended that employer branding should be strengthened, employee development and training optimized and marketing professionalized. In the area of IT & software licenses, we focused on weeding out substitutable licenses and applying the forward-looking IT strategy used by a subsidiary in other companies.

The team identified the key value levers in the company in the shortest amount of time. These findings then laid the foundation for a successful transformation.
Dr. Andreas Bonhoff
Managing Director of the TTP Group