Context A PE-backed industrial manufacturer was preparing for an ownership change. One of its international sites in France, acquired several years earlier, remained structurally unprofitable and increasingly misaligned with Group expectations. Operational volatility, inconsistent quality, and people-related issues were eroding customer confidence and undermining the investment case. I was appointed as Group Operations Director to determine whether the site could be recovered

Context A large PE-backed industrial group in the UK was undergoing a difficult restructuring and was effectively fighting for survival. Margins were leaking, service performance had deteriorated, operational discipline had collapsed, and employee churn was high. Toxic leadership behaviours and serious H&S and legal exposure created immediate organisational and reputational risk. The Group operated as fragmented standalone entities with inconsistent standards, weak governance

Context A leading industrial communications group targeted the acquisition of a distressed €100M business operating five sites across Germany, the Czech Republic, and Poland. The company had entered protective insolvency following years of operational instability, weak leadership alignment, and margin deterioration. I was appointed to lead the operational due diligence, and subsequently the post-merger integration and operational turnaround, ensuring the business could be sta