CASE STUDY
MINING SECTOR
CASE STUDY
MINING SECTOR
A Multinational Mining Procurement Transformation
A Multinational Mining Procurement Transformation
The Headache
At project commencement, the organisation was a newly formed entity uniting three successful but distinct businesses across four continents, focused on large-scale mining equipment procurement. While each brought deep expertise, strong networks, and commercial success, they operated with outdated systems—spreadsheets, email databases, and legacy branding. The challenge was aligning mindsets and modernising operations without disrupting proven individual performance.
The Treatment
To address the fragmentation, CXO Adviaory led the development of a unified strategic framework, creating the systems and infrastructure needed for cohesive, modern operations. Capability demonstrations were used to build confidence in new approaches and shift stakeholder mindset. A complete rebrand was rolled out across regions, supported by the design and implementation of a sophisticated CRM that mapped global contacts, mine specs, and machinery. A dynamic, data-driven website was launched—integrated with the CRM—to showcase technical capability and past project success:
- Unified strategic and operational framework
- Capability demonstrations to gain buy-in
- Complete brand architrecture and rollout Designed and implemented a sophisticated CRM
- Centralised legacy data into a single, actionable source of truth
- Built and launched a dynamic, integrated website tied to CRM
- Created content and case studies to support capability marketing
- Increased lead generation and contract size through better visibility and positioning
- Enabled earlier-than-expected exit readiness through structural and strategic alignment
- Supported business expansion planning and execution into adjacent high-return market
The Cure
The result was a fully integrated, high-functioning business model adopted by all stakeholders. The new systems delivered greater visibility, improved lead generation, and contributed to significant growth in both contract size and overall sales. The original five-year goal to prepare the business for sale can now be realistically achieved in two. With strong foundations in place, focus is now shifting to expanding into a more complex and scalable spare parts division, with CXO Advisory providing continued support.
