The Situation
This UK based fenestration manufacturer had been acquired by a leading European Group over 10 years ago.
With a commercial MD moving on, the Group performed a full review. This highlighted that the UK business desperately required an individual with strong experience of leading boards from the top, along with running operations of production sites.
The Consequences
The UK manufacturer was operating in the red for three years and so this was framed by the group VP as a turnaround opportunity. For nothing to change would mean further redundancies and possible closure of the sites in the UK,
The Challenge
The brief set was extremely clear: Group needed someone who had operated at MD level, came from an operations / engineering background, and had in depth knowledge of the window and door industry.
The Approach
Given the tight brief, it was imperative that I communicated the limitations to this talent pool. Having mapped out the regional market, this constraint was very real. Excluding founders and shareholders, 27 individuals existed. On my advice, the VP agreed to search nationally.
The Result
From five interviewed by me, three were recommended to the client. Two moved through the client stages, with one particularly holding the required skillset, together with the cultural fit needed to make the difference.
Does this resonate?
You’ve got a strong brand. Commercially, you’re strong. But you’re not convinced that you’re making the most out of your production plant. Is CapEx required, or would a new leader in this area drive the improvements required?
Let’s talk – mgoldsmith@mgheadhunting.co.uk 07570 740490
