Responding to Unforeseen Change
Six siblings had recently stepped into leadership of their family’s £35 million international manufacturing company. As the third generation, they were prepared to move forward with purpose and build on the legacy handed down to them through two generations.
They were not prepared for the business world to change, seemingly overnight.
Sudden shifts in global trade policies were about to have a significant impact on the U.K.-based business. Leadership would have to act quickly to reshore some of its manufacturing from China to the U.K., relocating production and equipment whilst maintaining uninterrupted supply. The undertaking was high-risk and high-cost. The family’s reputation and the future of its business were at stake.
The siblings knew they could not manage the reshoring on their own. Their hands were already full with the day-to-day responsibilities of leading an international company. While their command of the core business was practically innate, the complexities of reshoring—supply chain strategy and logistics, site selection, cross-border compliance, and other aspects—were unfamiliar terrain. Uncertainty crept in.
Venturing Outside the Comfort Zone
One of the family’s advisors, a non-executive director who had guided the transition from second- to third-generation leadership, proposed a solution. He had worked with Boyden previously and believed interim management could offer the expertise they needed. The family had never engaged an interim executive before, but they trusted his judgement and put their scepticism aside. He contacted Boyden.
The non-executive director’s first conversation with Boyden soon led to discussions with family members. They gained a clear understanding of what could be achieved by appointing a dedicated Supply Chain specialist and the implications of doing without one. A close partnership with Boyden began.
The project was led by a Boyden partner with 15 years of experience in interim management, a speciality in manufacturing, and expertise in supporting clients new to interim management. She also had experience with family businesses, enabling her to quickly grasp the family’s priorities and respond to their apprehension with confidence and reassurance.
A Personalised Solution, Promptly Delivered
Drawing on a carefully curated network of interim leadership talent, built on longstanding relationships, the Boyden partner produced a shortlist of candidates she had known for over 10 years. The entire process, from initial inquiry through project specifications, shortlisting, interviews, and offer, was completed within two weeks.
The chosen candidate was a seasoned manufacturing industry leader with experience at both small and large companies. A career interim executive for over a decade, he had a proven record of delivering change as an outsider. His qualifications also included the right mix of expertise for the family’s most immediate challenge—offshoring and onshoring—along with strategic supply chain experience.
The interim executive integrated into the family-led company with ease. He quickly earned the family’s trust by taking decisive steps to launch the time-sensitive reshoring effort, beginning with strategic planning and operational alignment. He prepared the U.K. facility to produce goods previously manufactured in China, maintaining product integrity and minimising supply chain disruption.
A Legacy of Agility
Boyden’s interim executive has had a lasting impact. He strengthened the company’s operational resilience in an uncertain time, reduced supply chain risk, and helped the business safely navigate shifting trade policies. He also upskilled the internal team, introducing new processes and laying the foundation for a more agile organisation. What began as a six-month contract is now likely to be extended, as the family sees opportunities to apply his expertise across other areas of the business.
Perhaps most significantly, the experience has reshaped the family’s view of external leadership. They saw firsthand the value a specialist could bring, and recognised the limits of what they could solve on their own. Currently, with Boyden’s support, two new permanent executive placements resulted - Supply Chain Director and Manufacturing Director - to continue the work that the interim began.
This engagement was led by Claire Lauder, Interim Partner, Boyden United Kingdom.