New Spirit Group
History
A successful track record in value creation. Since the establishment of the group in 2010:
- Construction of strong business processes, planning and organisational structure to help achieve newly agreed strategic goals
- Agreed and promoted the global sales and wholesale distribution strategy with dept store groups and quality independent stores
- Helped hire key employees to manage retail expansion and build production capabilities
Nicholas Kirkwood Limited
Acquired a minority stake in this women’s fashion shoe brand, whose eponymous designer was recently awarded the British Fashion Award for Best Designer - Accessories, and WGSN’s award for Most Influential Designer - Accessories.- Construction of strong business processes, planning and organisational structure to help achieve newly agreed strategic goals
- Helped define brand strategy and formulate planned marketing activities
- Negotiated European concession agreement and assisted with sales planning and leads for key accounts
Star Mela
Acquired a minority stake in this swiftly growing women’s apparel brand, focused on summer wear.Rake Lifestyle
Business planning advice for this men’s tailoring brand, founded by members of the successful Kilgour management team.Burlington Arcade
Appraisal of the portfolio of brands present in London's first shopping arcade. Constructed strategy, to the purchaser of the arcade, of bringing newness through specific fresh brands in an artisanal quality high end british accessories theme that leverages the heritage of the location.Lulu Guinness
Ongoing monitoring of management activity and strategic advice where appropriate.Hussein Chalayan
Restructuring of operational activity, negotiations with a European partner for production and licensing expansion.-
Other companies we have assisted this year include BC Partners, Resolution Partners, Maxeda Retail Group BV, MV Augusta, We Are Beauty, Dukes etc...
The track record of New Spirit Group's partners before establishing the group shows substantial success in creating value in the sector. Before 2010:
- Replaced CEO and 50% of the management team. Set milestones and compensation practices
- Helped develop new operational strategies to enable step change and a shift in customer orientation
- Secured an Opco / Propco restructuring and finance package
- Approved and monitored €280 million of capex investment in stores and systems
- Sold three store properties for values above target and developed three new store projects
Le Printemps, 2006-2009 for RREEF Global Advisors Ltd.
Represented majority shareholder interests and implemented turnaround plan to double operational cash flow- Developed new product design brief for design team and partners
- Built new relationships with top factories, sales agents, PR and marketing partners
- Built financial plan and introduced cash controls and reporting processes
- Trebled brand turnover
Julien Macdonald Ltd., 2007-2009
Transformed small licensing business into global, multi-functional operation Put in place new design, sales, production, PR, finance and logistics teams- Helped form management group that oversaw strategy, capital allocation and talent development for Selfridges in the UK, Brown Thomas in Ireland and Holt Renfrew in Canada. UK representative of Canadian owner, Galen Weston
- Replaced new MD and constructed long term incentive plan for senior management
- Supervised profit improvement plans that led to annual LFL sales growth +10% and EBIT growth of 33% over the period
- Developed group purchasing systems and negotiation platform to deliver improved buying terms
- Negotiated and structured £490m asset backed debt package to pay off acquisition bridge loan
Selfridges, 2003 - 2006 for Wittington Investments, Ltd.
Drove cash flow improvements from operational performance and group synergies to execute a turnaround.- Streamlined business activities
- Opened new international points of sales
- Increased headcount by 50%
- Grew Turnover from £17m in 2005 to £50m in two years
- Sold business to Christies International
Haunch of Venison Group, 2005-2007
Restructured business operations, drove growth and completed trade sale- Stripped out €50 million cost
- Reduced headcount, store portfolio and collection SKUs by 30%
- Oversaw brand overhaul, collection analysis and corporate communications
- Stock price increased threefold
Escada Group, 2003 - 2005 for HMD Partners.
Represented majority shareholder to implement restructuring plan and re-capitalisation.- Managed stock exchange listing in New York and Milan
- Oversaw corporate communications
- Built strategic alliances
- Sales grew from €100m to €400m
- Headcount grew from 400 to 1200
Ducati Motor Holding, 1999 - 2004 for Texas Pacific Group.
Turnaround team and brand management