Karpos brings a bespoke attention to each relationship we foster with our client-partners. Your success is our success... Here are some stories that make our work worthwhile.
Strategic Transformation and Financial KPI Development for a Growing Insurtech Startup
The company is a rapidly growing insurtech startup, a leader in its market, based in Brussels, Belgium. The main challenge faced by the leadership team was the overwhelming pressure from the Board of Directors, coupled with a lack of managerial and organizational experience. There was also no clear vision, and human resources strategy was not defined, with opportunistic recruitment taking place. Tensions within the tech team and concerns about establishing a credible market position in a new geographical area further compounded the difficulties. Over the course of three months, key actions included studying existing materials related to the entrepreneurial project, strategic management, and financial projections, providing critical feedback on the organization and performance management, and helping the leaders gain perspective to prioritize ambitious, measurable goals for the next 12-36 months. The process also involved preparing for brand transformation and fundraising, coaching the leaders on their roles with the Board and tech team, and establishing continuous performance measurement criteria. As a result, the leadership team revisited and fully embraced the strategic ambition, receiving excellent feedback from the press and the Board. The HR strategy and organizational design were identified as key priorities for the upcoming fundraising, and the leaders regained their enthusiasm and commitment to their teams
Shaping a New Organization
Structuring Growth
Over the course of 12 months in Paris (2017-2018), a cutting-edge financial advisory firm embarked on a transformative journey to structure its growth through organizational design. The goal was to fully align the firm's purpose, identity, and culture with its operational framework. The process began with an in-depth assessment, focusing on listening to stakeholders' experiences, needs, and ideas, and rationalizing these insights into actionable priorities. The organization was then challenged to collaboratively address key issues, fostering innovative and creative solutions. A refined strategy was developed to optimize resources, and a bespoke executive search was conducted to recruit a Chief Development Officer. This key hire was carefully selected to fit both the firm's culture and strategic goals. Over the past six years, the Chief Development Officer has successfully led the firm’s integration into an international network, playing a critical role in its continued growth and evolution.
Building value into a Sustainable Agro-Industry Portfolio
The challenge was to ensure the economic sustainability of a portfolio consisting of 10 greenfield agro-industrial enterprises across West Africa and Central America over an 18-month period from 2019 to 2020, with coordination based in Paris. A key difficulty involved driving cultural change, as achieving positive financial results was critical to generating the desired social impact. The process focused on defining relevant KPIs for each enterprise, implementing timely and effective reporting systems, and systematizing feedback on both results and forecasts. As a result, investment managers developed a strong sense of financial discipline, while local managers gained the ability to adequately monitor and control their budgets.
Securing the future
of a 1 Bn family-owned holding company
Securing the future of a 1 billion-dollar, family-owned holding company after the departure of its visionary founder posed a significant challenge. Over an 18-month process spanning Paris, Luxembourg, and New York (2023-2024), a comprehensive strategy was developed. The first step was to define the company’s purpose and “raison d’être,” providing a clear direction for future growth. The governance structure was established for the 25 family members across three generations, addressing potential misalignments among stockholders. Key initiatives included securing funding for the next decade, setting investment criteria, and designing management rewards. The resulting impact included the divestment of the largest, underperforming asset and the establishment of a growth strategy within a defined shareholder distribution framework. Additionally, conventions with alternative co-investors were put in place to facilitate leveraged development.
Turnover Recovery of a 25 M€ Hotel Company Post-COVID Crisis
After the COVID crisis and the bankruptcy of one investor, a 25 M€ hotel company faced the challenge of avoiding closure, safeguarding the asset, and ensuring future income. The process spanned from 2020 to 2024, focusing on the Paris-Reims-Troyes region. The key actions included identifying the real intentions of various investors, defining a conservative business model, leading the proceedings, and supervising negotiations with co-investors. Efforts were also made to find an alternative investor. As a result, the underlying asset was successfully rescued, and the operating partner delivered a 15% higher income than initially projected in the business plan.
Revitalizing
a Loss-making Bank
In 2013-2014, a continuously loss-making bank in West Africa faced the challenge of transforming its performance and morale within a six-month period. The key focus areas included restoring team pride, empowering employees at all levels, and clarifying processes and priorities to ensure a more efficient workflow. Efforts were also made to strengthen brand loyalty, improve customer service, and share financial value across the organization. By implementing these changes, the bank achieved a remarkable turnaround: within three years, all losses were eliminated, and an ambitious expansion plan was successfully executed, setting the stage for sustainable growth and long-term success.