Current · private equity
International manufacturing group
Multi-country production under PE ownership. Reporting, internal control, systems and the monthly rhythm investors expect.
Selected work
Outcomes the board can use. Names withheld.
Two current retainers, then four anonymised engagements. Figures are from the work, not from a brochure.
Current
Two seats. Still live.
Current · owner-managed
Contract manufacturer
Jobbing and contracted plant. Standard costing, month-end, cash and procedures a small team can run without a full-time FD.
Archive
Four briefs. One number each.
Commercially sensitive and still-live work is not named. References after a first conversation, to serious counterparties only.
£55m
Precision manufacturing
Standard costing and BOM rebuild
Costing recast
Historic work in progress and untrusted standards were undermining pricing and planning. The costing spine was recast. An eight-figure trade-finance facility was monitored through seasonal peaks with covenant reporting the bank would accept.
- BOM and standard-cost models rebuilt
- WIP integrity restored
- Trade-finance facility monitored and reported
12 mo
Multi-entity production group
Taken out of administration
Back to profit
A vertically integrated production, wholesale and retail group was restructured to a governable, cash-controlled business. Anti-money-laundering and cash-handling controls were built in as part of the same engagement.
- Returned to profit within twelve months
- Monthly overheads cut by more than half
- Trade-finance facility restructured
90%
FMCG manufacturing
Export channels and process automation
Manual work automated
Finance, IT and HR for a lean manufacturer supplying UK multiples and online marketplaces. The ERP and reporting stack were reconfigured. EU trading arrangements were stood up for B2B and B2C export.
- Most previously manual finance processes automated
- Product-level costing across UK and EU channels
- EU VAT registration and export compliance
£2.8m
Professional services
Buy-and-build, then a standardised close
Recovered from HMRC
Board-facing FD and COO on a growth mandate. Diligence, valuation, funding, TUPE and integration were treated as one operating system. The back office was then reduced to a size the group could carry.
- Multi-acquisition integration in under a year
- Material tax recovery from HMRC
- Back-office cost reduced by more than two-thirds
A similar brief? Thirty minutes. Confidential.
Bring the problem, the turnover, and whether you need board work, the operating close, or both.
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