Interim Chief Operating Officer

Consumable product sold into the healthcare sector. Pan European market focus. “Buy and Build” strategy.

Investor owners had acquired some substantial assets in a short period and were closing on a transaction that would add further complementary product. The orderly synchronisation of all back office activities was a fundamental aspect of value creation.

The project was envisaged as a six month assignment to identify, harness and lead internal resources to deliver required efficiencies. A major spend was agreed, so commensurate tangible returns were expected.
The appointed interim executive was a Finance Director by functional background. Experienced in manufacturing companies of similar size and geographical spread rather than specifically medical devices, the interim COO was able to work with senior management to complete the project planning. Taking a pivotal role in the delivery, the COO then had the task of marshalling a hugely varied cultural “palette” . Not without its difficulties, mainly concerning a mid-term switch of IS supplier, the project took longer than envisaged but achieved more than the investor had expected.

The legacy provided was a major cost saving in consolidating three back offices into one shared service arrangement. In addition to the cost saving was an enhanced customer service offering.