A global automotive connectivity business operating across 12 countries was under significant financial and operational pressure, with high debt, weak working capital, labour unrest and an impaired commercial pipeline. The shareholders required experienced CEO leadership to stabilise the business, restore performance and prepare it for a strategic outcome.

As CEO, take executive responsibility for the turnaround, stabilise operations and liquidity, address organisational and labour issues, restore commercial momentum and reposition the business for a successful strategic outcome.

Led a full operational and financial restructuring across the international organisation. Reduced the cost base, managed redundancies and labour unrest, strengthened working-capital and cash management, addressed debt and rebuilt the commercial pipeline with major global automotive customers.

Reduced total debt by approximately $70m, released approximately $37m of working capital, reduced annual OPEX by approximately $10m and rebuilt a commercial pipeline of approximately $1.6bn. The business was subsequently acquired by a strategic investor.

• Business transformation
• project turnaround
• interim management
• Business Restructuring
• Performance and Risk Management
• Private Equity
• Portfolio Management
• Corporate Governance
• M&A
• Operational & Organisational Management
• Stakeholder Engagement

• Automotive
• Manufacturing