I am a commercially orientated interim managing director and chief executive who works with businesses under corporate, family, MBO and private equity ownership. My forte is industrial/engineering, manufacturing and related services SME businesses that are based in the UK and have an international dimension.Find out more
I appointed Ian to restructure and eventually close a loss making French company. Ian completed this challenging project on time, considerably under cost budget, maintained the support of the workforce and did not disrupt customer build programs.
Ian has proved to be a transformational leader, and leaves us with a business that is stronger, simpler and more resilient
Ian took control of a difficult situation. He quickly gained the trust and respect of the rest of the team and took the decisions which others had avoided. He kept us fully informed and set the business on a good strategic course before we sold it.
A critical requirement for our business when Ian joined was to improve stakeholder management, most notably our bank. This situation became even more critical once the impact of the COVID-19 crisis began to emerge. Without the exemplary stewardship and guidance of Ian I do not believe we would have been successful in gaining full support of our bank through the covid crisis or have been successful in gaining the investment from SCF Partners.
Ian stepped in at a difficult time and quickly brought order and control. He immediately engaged with the board and the management team and gave the Company’s bank the reassurance that was needed. His pragmatic approach meant the family had clear visibility of the options available allowing us to make informed and considered decisions. He provided valuable support to the board and family through a sale process which was challenging and protracted while ensuring the support of the bank was maintained. Ian was instrumental in the family achieving the right outcome.
I found Ian a communicative and informed leader, who worked very hard to find a solution, but was faced with a number insurmountable issues generated by the economy and the sales position of a number of the manufacturers that Birkby’s supplied. Unfortunately there was no solvent solution as an independent company and no trade buyer came forward at a cost acceptable to the customer group.
Ian quickly realised that regaining the confidence of independent distributors was the key to sales growth and improved profit performance. He supported the regional sales teams with local distributor meetings and won back their support for the new business plan.
Ian put his soul into changing the long-ingrained company culture. He put the customer at the heart of the organisation and through lean led tremendous improvements in quality, availability and service.
Business: Private manufacturer of behind the meter battery energy storage systems for industrial and critical healthcare facilities
Size: £16m; 2 UK plants; 74 employees