The Client
A 50+ year old global leader in specialist marine technology products, employing around 60 staff which generates approximately £5 million in annual turnover, required an interim executive to support them through a factory relocation, operational improvement and reinvigorating their new product introduction programme.
The Challenge
Since 2019, the client faced significant headwinds:
- Post‑COVID collapse in maritime activity severely reduced demand for core products.
- New product development had stagnated since 2013, weakening long‑term competitiveness.
- Leadership shortcomings resulted in poor strategy, stalled deliveries and eroding customer trust.
- Financial losses ballooned from £800k to over £2 million.
- Employee morale plummeted, processes were dysfunctional and the company’s future credibility was at risk.
The Solution
An 18–24‑month transformation led by an Interim COO implemented a series of decisive interventions:
- Installed new leadership and fostered daily engagement with the workforce.
- Reduced headcount by 45% in a 2023 restructuring to streamline operations.
- Shifted to a purpose-built facility, instilling stability and purpose.
- Introduced CRM with defined KPIs for Sales & Marketing and involved teams in revenue and overhead oversight.
- Secured defence sector wins using rigorous cost-risk analysis and execution planning.
- Built robust NPI business cases and created a comprehensive five-year strategic roadmap.
The Results
The Interim COO drove a full business turnaround:
- Delivered a net turnaround of £2.4 million, returning the firm to profitability.
- Rebuilt operational discipline, restored customer delivery and enhanced satisfaction.
- Elevated leadership quality, improved employee motivation and fostered ownership culture.
- Transitioned to a modern facility, boosting brand credibility and team morale.
- Established documented, repeatable processes and defined product roadmaps, setting the stage for sustainable growth.