Case Studies

Trevor Parker

Restoring Workplace Productivity and Stability through On-Site Operations

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Restoring Workplace Productivity and Stability through On-Site Operations

Overview

This case study revolves around an interim CRO assignment undertaken by our managing partner, Trevor, in which our client, a portfolio company of a private equity firm, faced significant operational and cultural challenges following an extended period of remote work. Productivity had declined, operational controls had been abandoned, and costs had spiralled. Administrative full-time equivalent (FTE) headcount had increased unnecessarily, and customer complaints and response times to queries had worsened significantly.

A disconnect between senior leadership and the workforce further exacerbated the issues. Senior team members were rarely present in the business, and some employees had relocated far from the office without disclosing this to management. Middle management resisted the idea of bringing employees back on-site, fearing widespread resignations, but the data made it clear: remote working had not delivered the promised productivity gains. The organisation needed immediate intervention.

Through a firm yet empathetic approach, the interim leader implemented a structured plan to transition the workforce back to the office, resulting in a remarkable turnaround.

Challenges Identified

  1. Performance and Operational Issues
    • Customer complaints had risen, and response times were far below acceptable standards.
    • Productivity metrics across teams indicated significant declines.
    • Operational controls had been eliminated, leading to inefficiencies and a lack of accountability.
  2. Financial and Structural Challenges
    • Expenses were out of control, with administrative FTE headcount surging due to unchecked transitions from part-time to full-time roles during the remote working period.
    • The absence of cost oversight further drained resources.
  3. Cultural and Leadership Disconnect
    • Senior team members rarely engaged with the business, diminishing their visibility and impact.
    • Middle management resisted the transition to on-site work, citing fears of losing staff.
    • Employees expressed disengagement, with some relocating far from the office without notifying leadership.

Actions Taken

  1. Contract and Policy Review
    • Conducted a detailed audit of employment contracts to establish the organisation’s rights and obligations regarding working arrangements.
    • Provided employees with due notice of the change in policy to comply with contractual and legal requirements.
  2. Leadership and Management Engagement
    • Held meetings with senior and middle management to present the hard data, demonstrating the negative impact of remote working on the organisation’s performance and customer satisfaction.
    • Reinforced the importance of senior leadership’s visible presence in the office to set the tone for the transition.
  3. Workforce Communication
    • Organised company-wide meetings to explain the rationale behind the decision, supported by clear evidence of the adverse effects of remote working.
    • Encouraged open dialogue to address employee concerns and dispel misconceptions.
  4. Tailored Support for Teams
    • Managers held one-to-one sessions with employees to understand personal circumstances and challenges, providing tailored support wherever feasible.
  5. Firm and Decisive Leadership
    • Despite initial resistance from some quarters, the interim leader maintained a firm stance, ensuring a smooth yet uncompromising transition back to on-site operations.

Results Achieved

  1. Restored Productivity and Efficiency
    • Productivity metrics rebounded significantly, with teams achieving higher output and efficiency.
    • Operational controls were reinstated, creating a more stable and accountable working environment.
  2. Improved Workforce Morale
    • While initial resistance was strong, many employees later expressed relief and appreciation for the structure and collaboration fostered by the office environment.
    • Employee feedback revealed a strengthened sense of teamwork and communication.
  3. Minimised Turnover
    • The transition resulted in minimal staff turnover, with only one working mother, who had previously been a part-time employee, leaving the organisation.
  4. Cost Rationalisation
    • Unnecessary administrative roles were rationalised, leading to reduced costs.
    • Greater financial discipline was achieved through reinstated expense oversight.
  5. Reinforced Leadership Presence
    • Senior leaders resumed regular in-office roles, fostering greater accountability and alignment within the workforce.

Reflections 12 Months On

One year after the transition, the organisation is thriving. At a recent board meeting, the CEO remarked:

“Thank goodness Trev bit the bullet and brought everyone back to work.”

This statement underscored the board’s recognition of Trevor’s decisive actions during this interim leadership assignment. The return-to-office strategy, while initially met with resistance, had delivered transformative results. Productivity remained at an all-time high, customer satisfaction scores surged, and operational controls were firmly re-established.

Notably, the cultural impact of the decision was equally significant. Employees who were initially sceptical now appreciated the benefits of in-person collaboration, and team dynamics had vastly improved. Managers noted that the transition revitalised the workforce, fostering a renewed sense of engagement and purpose.

Key Takeaways

  1. Data-Driven Leadership
    • Decisions grounded in clear, measurable data can drive the case for change, even in the face of resistance.
  2. Transparent Communication
    • Open and honest dialogue with employees and management helps build trust and alleviate concerns during periods of transition.
  3. The Importance of Presence
    • Visible and engaged leadership is critical to driving cultural alignment and operational success.
  4. Adaptability and Resilience
    • A firm yet empathetic approach, backed by clear evidence, can navigate resistance and achieve buy-in from key stakeholders.

Conclusion

This case study demonstrates the value of interim leadership in addressing complex organisational challenges. By taking decisive action and maintaining a focus on long-term outcomes, the interim leader restored stability, improved performance, and laid the foundation for sustained success. This assignment highlights the importance of making tough decisions and underscores how bold leadership can transform a business.

Trevor Parker

Transforming Sales with the SPANCO Model

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Case Study: Transforming Sales Effectiveness with the SPANCO Model and HubSpot CRM

Background

Our client, a field-based sales team within a mid-sized B2B services company, faced challenges in structuring their sales process. With a large, varied client base spread across different industries and regions, they were missing out on potential opportunities due to inconsistent tracking and follow-up practices. Although they had recently adopted HubSpot CRM, they were not yet using it effectively to streamline sales activities.

The Challenge

The primary issues included:

  • Lack of a Defined Sales Process: Sales reps were handling prospects differently, resulting in missed opportunities and inconsistent client experiences.
  • Ineffective Lead Management: Without a clear pipeline structure, it was difficult to track where each lead stood, leading to confusion around next steps.
  • Data Fragmentation: The team had limited insight into metrics, making it challenging to measure performance or identify areas for improvement.

To address these gaps, we recommended implementing the SPANCO sales pipeline model, using it as the foundation for managing leads within HubSpot CRM.

Solution Implementation

1. Building the SPANCO Framework in HubSpot

  • We introduced the SPANCO stages in HubSpot, customising each stage (Suspect, Prospect, Approach, Negotiate, Close, Order) to reflect specific actions relevant to the client’s business.
  • We established stage-specific criteria to clarify what actions were needed to advance a lead, setting clear expectations for each team member.

2. Defining a Clear Qualification Process

  • For the Suspect and Prospect stages, we implemented a BANT-based qualification checklist (Budget, Authority, Need, Timing) that allowed sales reps to assess leads consistently and make informed decisions about whom to prioritise.
  • The qualification process helped categorise leads by sector, source, and potential value, ensuring targeted, efficient follow-ups.

3. Automating Data Capture and Reporting

  • Using HubSpot, we created automated workflows to capture data across each SPANCO stage, centralising information for improved management visibility.
  • We set up real-time dashboards that track metrics like conversion rates, stage duration, and win rates, allowing the team to quickly identify bottlenecks.

4. Training and Accountability

  • We conducted training sessions on using SPANCO within HubSpot, helping sales reps become comfortable with the new process.
  • We developed an accountability framework, assigning each rep responsibility for tracking and reporting on their pipeline progress during weekly reviews.

Results

Improved Pipeline Transparency and Follow-Up Consistency

With SPANCO guiding each step, the sales team now had a structured, consistent approach to managing leads. Each team member knew what stage each prospect was in, and the required actions for advancement were clearly defined. As a result, the sales reps became more disciplined in following up, reducing instances of lost leads.

Enhanced Qualification Efficiency

Using the BANT checklist in the early stages (Suspect and Prospect) allowed the team to qualify leads faster and more accurately. The ability to prioritise higher-potential leads led to increased engagement with quality prospects, resulting in a 30% reduction in time spent on low-probability leads.

Greater Data Visibility and Informed Decision-Making

The new dashboard in HubSpot provided real-time data insights into sales performance. Metrics such as stage conversion rates and win rates highlighted bottlenecks, guiding the team to make timely adjustments. For example, recognising that too many leads were getting ‘stuck’ in the Approach stage, we provided targeted training on objection handling and value proposition refinement. As a result, conversion rates from Approach to Negotiate improved by 25%.

Increased Close Rates and Revenue Growth

Within six months of implementing SPANCO and the new CRM processes, the company saw a significant improvement in close rates. The team’s structured approach enabled them to close 18% more deals than in the previous period, translating to a 20% growth in revenue. Moreover, client feedback highlighted improved satisfaction with the company’s proactive engagement and consistent follow-ups.

Conclusion

Implementing the SPANCO model within HubSpot CRM brought structure, clarity, and accountability to the sales team’s processes. By aligning the sales journey with clear, actionable stages, the team gained a consistent roadmap for moving leads forward, resulting in improved performance and client relationships.

This case study illustrates how a well-defined sales pipeline framework like SPANCO, combined with effective CRM usage, can transform a fragmented sales process into a streamlined, data-driven strategy that fuels sustainable growth.

Planning Meeting for sales team
Trevor Parker

Facilitating a Sales Planning Meeting to Expand a Regional Sales Team

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Case Study: Facilitating a Sales Planning Meeting to Expand a Regional Sales Team

Background

Emma, a Sales Manager for a fast-growing B2B supplier, is responsible for managing a diverse portfolio of national clients. Due to limited regional coverage, Emma finds it increasingly challenging to provide each client with the level of service and responsiveness they expect. She is contemplating expanding her regional sales team but wants to ensure the approach aligns with her broader goals and avoids creating an overly management-intensive structure.

Objective

Emma’s primary objective is to increase her regional sales presence without compromising service quality or efficiency. Her instinct is that a traditional model, where sales reps are road-based and manage specific territories, might not be the most effective or innovative approach for her organisation. She seeks a team structure that requires minimal hands-on management yet delivers strong client engagement and sales results.

Planning Meeting Goals

To assist Emma in her decision-making process, I facilitated a planning meeting aimed at:

  1. Defining her key objectives for regional expansion.
  2. Identifying the skills and characteristics required in her team.
  3. Exploring alternative sales models to the traditional road-based rep approach.
  4. Outlining management and leadership structures to support a sustainable, low-management sales team.

1. Clarifying Objectives and Expectations

During the session, we focused on understanding what Emma wants to achieve and why. Key points included:

  • Enhanced Client Service: Ensuring each client receives timely, personalised support.
  • Market Coverage and Growth: Expanding her reach in untapped or under-serviced regions.
  • Cost-Efficiency: Avoiding high fixed costs and the need for intensive management.

We drilled down on the specific outcomes she envisions from her expansion and discussed her criteria for success, which included a minimal need for micromanagement, a scalable structure, and maintaining a client-centric approach.

2. Exploring Alternative Sales Models

Given Emma’s hesitance towards the traditional road-based sales model, we examined other approaches, weighing the pros and cons of each.

  • Hybrid Model: Combining remote inside sales representatives with local, regionally deployed sales reps who manage key accounts.
    • Pros: Provides flexibility and allows reps to cover more clients virtually while only traveling when necessary.
    • Cons: Requires reps to have strong digital communication skills, and may necessitate a well-structured CRM and virtual sales tools.
  • Account-Based Selling (ABS): Focusing on strategic accounts in key regions, rather than a territory-based approach.
    • Pros: Enables the team to concentrate on high-potential accounts and drive growth with tailored engagement.
    • Cons: Could reduce service frequency for smaller accounts, which may not align with the client’s needs.
  • Field and Remote Specialist Blending: Deploying a mix of field-based reps and remote-based customer service or sales support specialists.
    • Pros: Allows flexibility and distributes tasks based on skill and need, avoiding the reliance on one individual for both sales and client service.
    • Cons: Potentially higher coordination and a need for clear delineation of roles.

After reviewing these options, Emma leaned towards the hybrid model, given its flexibility and balance between local presence and cost-efficiency.

3. Defining Team Requirements: Skills, Experience, and Characteristics

To realise this model, Emma identified the type of salespeople and support staff that would be ideal for the team:

  • Sales Representatives: Outgoing, client-focused individuals who can manage relationships independently. They should have experience in solution-based selling and be comfortable using CRM tools for effective client tracking and reporting.
  • Customer Support Specialists: Efficient communicators with a strong understanding of product and service nuances, equipped to provide quick support remotely.
  • Skills and Qualities: Problem-solving ability, self-motivation, and a balance of interpersonal and technical sales skills were prioritised. Emma specifically wanted people who are self-managingand would thrive with minimal oversight.

These qualities align with Emma’s vision of having a team capable of working autonomously, with a low dependency on management intervention.

4. Management and Leadership Systems

To ensure the effectiveness and sustainability of this hybrid model, we discussed management structures and systems that would foster both accountability and empowerment within the team.

  • Monthly One-on-Ones and Team Syncs: Emma plans to hold monthly one-on-one check-ins with each team member to discuss client challenges, performance goals, and individual development needs. Quarterly team syncs will also be held to review broader objectives, share insights, and align on strategy.
  • Clear KPI Frameworks: Emma intends to introduce clear, measurable KPIs tied to client engagement, response times, sales growth, and customer satisfaction. A scorecard approach will allow team members to self-assess and track their progress against defined objectives.
  • CRM and Communication Tools: To support her team’s remote and hybrid operations, Emma is investing in a CRM platform that will centralise client data, track interactions, and help her team maintain a consistent engagement cadence.
  • Leadership Approach: Emma wants to adopt a coaching leadership style, focusing on empowering her team to make decisions independently and providing guidance rather than directive oversight. This will help her avoid the pitfall of micromanagement, especially important given her team’s autonomy.

5. Developing an Action Plan

To operationalise the expansion, we outlined a step-by-step action plan:

  1. Pilot Phase: Start with a small team, testing the hybrid model in a limited region, collecting feedback, and assessing the efficacy of the CRM and KPI systems.
  2. Hiring Process: Focus on recruiting for specific skills and characteristics, targeting individuals with proven autonomy and digital competence.
  3. Training and Onboarding: Develop a training programme that builds self-management and equips team members with the tools to manage both digital and in-person client interactions effectively.
  4. Review and Adjust: After six months, review the pilot, measuring performance against Emma’s goals. If successful, expand the model to additional regions.

Conclusion

The planning meeting provided Emma with a structured approach to expanding her regional sales team without the burden of intensive management. By opting for a hybrid model, defining clear KPIs, and investing in the right tools and processes, she is well-positioned to grow her regional presence and improve client engagement. With a flexible, self-managed team, Emma can achieve her objectives without the constraints of a traditional, high-maintenance sales force, positioning her business for sustainable growth in a competitive market.

Pexels Artyusufpatel
Trevor Parker

Emergency Interim Leadership for an Insolvency Practitioner

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Case Study: Emergency Interim Leadership for an Insolvency Practitioner

Client Overview
An insolvency practitioner was tasked with managing a distressed business on the brink of collapse. Faced with significant operational disruption and concerns about the security of key assets, the practitioner needed an experienced interim team to stabilise the situation quickly and provide hands-on leadership. The immediate priority was safeguarding the business while preserving value during the turbulent insolvency process.

Challenge
The business was experiencing severe financial difficulties, compounded by operational mismanagement and deteriorating employee morale. There were concerns about maintaining control over the company’s assets, preventing further financial losses, and ensuring that business operations remained functional during the insolvency process.

Key challenges included:

  • Immediate risk of asset loss or damage, requiring secure management and safeguarding measures.
  • Highly demotivated staff and a lack of operational oversight.
  • A breakdown in trust between the management and key stakeholders, including creditors and suppliers.
  • An urgent need for an experienced interim team to restore stability on the ground while keeping the business running.

Solution
The insolvency practitioner turned to NorthCo, appointing the firm to act as a safe pair of hands. Within 48 hours, NorthCo deployed its interim leadership team, working closely with the insolvency practitioner to assess the situation, secure business operations, and establish a structured approach to management.

NorthCo’s approach included:

  1. Securing Key Assets: Immediate steps were taken to protect high-value assets and critical inventory. NorthCo worked with security teams and legal advisors to ensure assets were catalogued, monitored, and shielded from potential risks.
  2. Stabilising Operations: With the business in disarray, NorthCo’s interim leaders re-engaged with employees to restore order and operational oversight. Clear communication channels were established with staff, addressing their concerns and outlining a path forward during the insolvency process. NorthCo implemented a daily management routine, ensuring that key functions such as customer service, finance, and supply chain remained operational.
  3. Stakeholder Management: Building trust with creditors, suppliers, and customers was essential. NorthCo conducted a series of meetings with key stakeholders, providing transparency on the business’s status and offering reassurance of a controlled, managed process to maximise the company’s value. This open communication helped maintain crucial supplier and creditor support.
  4. Cash Flow Control: In collaboration with the insolvency practitioner, NorthCo instituted strict financial controls to manage cash flow and prevent further losses. Payment terms with suppliers were renegotiated, and a short-term cash flow strategy was implemented to keep the business afloat during the insolvency period.

Outcome
NorthCo’s swift intervention stabilised the business within the first few weeks, preventing the immediate risk of asset loss and operational failure. Their leadership ensured the company could continue trading, preserving value and allowing the insolvency practitioner to pursue a managed sale of the business. Employee morale improved, with staff reassured by the clear direction and operational stability provided during an uncertain period.

Key results included:

  • Full security of assets and avoidance of financial losses.
  • Operational stability restored within the first 30 days.
  • Rebuilding of key supplier and creditor relationships, ensuring continued business support.
  • Preservation of the business’s value, which was critical to the eventual sale and resolution of the insolvency case.

By acting quickly and decisively, NorthCo played a pivotal role in securing the business, protecting its assets, and providing a stable platform for the insolvency practitioner to complete their work successfully.

Pexels Divinetechygirl
Trevor Parker

Supporting an HR Director and Senior Management Team in Headcount Reduction

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Case Study: Supporting an HR Director and Senior Management Team in Headcount Reduction

Background

A mid-sized manufacturing company faced significant financial challenges due to declining market demand and increasing operational costs. The HR Director, in collaboration with the senior management team, recognised the need to reduce headcount to stabilise the company while ensuring productivity and maintaining vital services. Additionally, the management team sought an independent opinion on the initiative to ensure that the approach was robust and comprehensive.

Objective

The primary objective was to implement a headcount reduction strategy that would not impact overall productivity and service delivery. This required a well-structured plan that addressed communication with all stakeholders and ensured compliance with employment laws. The management team also wanted an independent report to validate the initiative and provide insights for improvement.

Approach

1. Initial Assessment and Analysis

The first step involved conducting a thorough assessment of the current workforce, including:

  • Cost-Benefit Analysis:
    • Evaluating the financial implications of headcount reduction versus the potential savings from reduced salaries, benefits, and overheads.
    • Estimating the costs associated with severance packages, potential legal fees, and retraining for remaining employees.
  • Risk Assessment:
    • Identifying potential risks, including decreased morale among remaining employees, loss of critical knowledge, and impact on customer relationships.
    • Developing mitigation strategies to address these risks.

2. Stakeholder Engagement

The HR Director and senior management engaged with key stakeholders, including department heads and team leaders, to gather input on which roles were essential and which could be consolidated or eliminated without affecting productivity.

3. Legal Compliance

Collaborating with the company’s employment lawyer was crucial in ensuring that the headcount reduction process adhered to all legal requirements. This included:

  • Developing a compliant process for selection criteria to ensure fairness and transparency.
  • Creating documentation to support the process and protect the company against potential legal claims.

4. Communication Strategy

A comprehensive communication plan was developed to address all stakeholders, including:

  • Internal Communication:
    • Crafting messages to inform employees about the reasons for the headcount reduction, the process, and the support available to them.
    • Establishing a dedicated team to answer questions and provide updates throughout the process.
  • External Communication:
    • Developing communication materials for customers, suppliers, and bankers to reassure them of the company’s commitment to maintaining service levels and operational integrity during the transition.
    • Utilising press releases and social media channels to share the company’s strategy and future plans, emphasising resilience and growth.

5. Retraining and Support Programmes

To minimise disruption and ensure continuity of services, a retraining plan was developed for remaining employees, focusing on:

  • Skill Development:
    • Offering training programmes to enhance existing employees’ skills, ensuring they could take on additional responsibilities as needed.
  • Emotional Support:
    • Implementing employee assistance programmes to provide counselling and support to employees facing job loss.

6. Monitoring and Evaluation

Post-implementation, a monitoring plan was put in place to evaluate the effectiveness of the headcount reduction strategy, including:

  • Productivity Metrics:
    • Regularly assessing key performance indicators (KPIs) to ensure that productivity remained stable post-reduction.
  • Employee Feedback:
    • Conducting surveys to gauge employee morale and engagement levels following the changes.

7. Independent Opinion and Reporting

To ensure an unbiased perspective on the headcount reduction initiative, the management team commissioned an independent consultant to provide a thorough report. This involved:

  • Reviewing the Process: Evaluating the steps taken to implement the headcount reduction, including communication strategies and compliance with legal requirements.
  • Providing Recommendations: Offering insights on areas for improvement and best practices for future workforce planning initiatives.
  • Validation of Outcomes: Assessing the long-term benefits against the short-term impacts and confirming that the initiative aligned with the company’s strategic objectives.

This initiative was further supported by the HR Manager, who, despite being highly capable in the technical elements of HR, recognised the complexity of this undertaking. She sought external assistance to expedite the review process and leverage the expertise of a team with deep experience in managing similar workforce changes. This collaboration allowed for a more efficient approach, enabling the HR Manager to focus on the technical aspects of her role while ensuring that the headcount reduction was managed effectively and aligned with best practices.

Financial Impact of Employee Reduction

While the headcount reduction initially resulted in a short-term cash impact due to termination costs, the long-term benefits significantly outweighed these costs.

Short-Term Cash Impact:

  • The immediate financial implications included severance pay, potential legal fees, and other termination-related expenses. These costs placed a temporary strain on the company’s cash flow as it worked to implement the necessary changes.

Long-Term Benefits:

  • Over time, the strategic decision to reduce headcount led to a 10% reduction in the annual cost base. This decrease in ongoing operational expenses was primarily due to:
    • Lower Salary and Benefit Costs: With fewer employees, the company significantly reduced payroll and associated benefit costs, contributing directly to improved profitability.
    • Increased Efficiency: The restructuring process enabled the company to streamline operations, eliminate redundancies, and improve overall productivity. Remaining employees often took on additional responsibilities, leading to more effective resource allocation.
    • Enhanced Focus on Core Activities: By consolidating roles and focusing on essential services, the company was able to align its workforce with strategic objectives, ensuring that resources were dedicated to the most impactful areas of the business.

Results

The headcount reduction was successfully executed with minimal disruption to productivity. Key outcomes included:

  • Cost Savings: Achieved a 20% reduction in operational costs, contributing to the company’s financial stability.
  • Maintained Services: Critical services were preserved, with no significant impact on customer satisfaction or supplier relationships.
  • Employee Morale: Through transparent communication and retraining initiatives, overall employee morale remained stable, with a survey indicating an 85% approval rate for the communication process.
  • Legal Compliance: All legal requirements were met, with no grievances or legal challenges following the process.
  • Independent Validation: The independent consultant’s report confirmed that the initiative was implemented effectively and provided constructive recommendations for future workforce strategies.

Conclusion

By adopting a structured approach to headcount reduction that emphasised communication, compliance, and support, the company successfully navigated a challenging transition while safeguarding its productivity and vital services. Despite the initial cash outlay associated with employee termination, the long-term impact of the headcount reduction was profoundly positive, leading to a 10% reduction in the annual cost base. This case study illustrates the importance of strategic planning, stakeholder engagement, and the value of independent oversight in managing organisational change. The HR Manager’s decision to seek external expertise not only expedited the process but also ensured that the company adhered to best practices throughout the initiative.

Pexels Tiger Lily
Trevor Parker

Operational Review – Manufacturing & Distribution

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Note on Confidentiality

Disclaimer: “MediCorp Manufacturing Ltd” is a fictitious name used to maintain confidentiality. However, the content of this case study is based on actual events and experiences encountered during an operational assessment for a private equity firm. References are available upon request.

Case Study: Operational Assessment of MediCorp Manufacturing Ltd

Background

After an initial investment in MediCorp Manufacturing Ltd, a mid-sized manufacturing and distribution business, the private equity (PE) firm noticed a troubling trend: the company was stalling in its growth, and the investment thesis, which had promised significant returns, was not being realised. 

The company’s banker was also growing concerned, particularly as the business was forecasting that it would not meet its banking covenants. Considering these developments, the PE firm recognised the need for an operational assessment to uncover the underlying issues and to develop a strategic plan to get back on track.

As a by-product of the findings within the report, the PE director and I recognised the importance of meeting with the bank. To address the bank’s concerns, I accompanied the PE firm’s portfolio director to meet with them. During this meeting, I reassured them that if we implemented the necessary changes based on my findings, we could stabilise the business and get back on the right track. This engagement successfully settled the bank’s concerns, reinforcing their confidence in our ability to address the challenges.

Objective

The primary aim of the operational assessment was to identify the reasons behind the stall in growth and the failure to meet the investment thesis. 

The evaluation focused on:

  • Evaluating the management team’s effectiveness and alignment with the business plan.
  • Assessing operational capacity and efficiency.
  • Identifying cash flow risks and developing mitigation strategies.
  • Reviewing succession plans for key personnel.
  • Understanding the company culture and identifying cultural architects.

Assessment Process

The operational assessment was structured into several critical components:

  1. Management Team Evaluation:
  2. Leadership Capability: Analysed the management team’s experience, skills, and track record in executing the business strategy. Interviews with team members helped gauge their commitment and clarity of vision.
  3. Business Plan Alignment: Reviewed the existing business plan to determine if it was still relevant and whether the management team was effectively executing it.
  4. Operational Capacity Review:
  5. Resource Assessment: Evaluated the operational infrastructure, including technology, workforce, and processes, to determine whether the company could scale operations and meet market demand.
  6. Process Efficiency: Conducted a detailed audit of operational processes to identify inefficiencies, bottlenecks, and improvement areas that might hinder growth.
  7. Financial Analysis:
  8. Cash Flow Assessment: Reviewed historical cash flow data to identify discrepancies and potential risks affecting the company’s financial health.
  9. Mitigation Strategies: Developed recommendations to improve cash flow management, including better credit control measures and cost reduction tactics.
  10. Succession Planning:
  11. Critical Personnel Identification: Identified crucial roles within the company that were essential for operational continuity and growth.
  12. Readiness for Transition: Assessed the current state of succession planning, focusing on whether suitable candidates could step into critical roles if needed.
  13. Cultural Assessment:
  14. Cultural Health: Evaluated the organisational culture to understand how it was affecting performance and employee morale.
  15. Cultural Architects: Identified key individuals who significantly shaped the company culture and whose retention was vital for maintaining organisational knowledge and motivation.

Practical Action-Oriented Report

The output of the operational assessment was an efficient, action-oriented report that outlined clear steps for improvement and provided a roadmap for recovery. This report was a foundational document, guiding the interim leadership team to realign the company with its strategic goals.

Findings

Strengths

  • Experienced Leadership: The management team possessed substantial industry experience and a clear understanding of the manufacturing landscape, which should have positioned the company for success.
  • Operational Framework: Existing processes were generally efficient, indicating a solid operational foundation that could be leveraged for growth.

Weaknesses

  • Ineffective Finance Team: A fragile finance team was found to be ill-equipped to manage cash flow and control spending. This lack of financial oversight posed significant risks to the company’s sustainability.
  • Founder and CEO’s Absence: Despite initial perceptions that the founder and CEO was a driving force behind the business, it became clear that he was largely absent, leaving the middle management team to navigate operations. His lack of presence contributed to uncertainty and inconsistency within the leadership structure.
  • Demotivated Leadership: The founder’s demotivation negatively impacted the management team. Although he spoke knowledgeably about the business, he did not put in the necessary effort or attendance to inspire others. His disengagement fostered a culture of apathy, leading to a decline in morale across the organisation.
  • Misguided Recruitment Strategy: The CEO had ostensibly recruited a large and expensive management team to compensate for his shortcomings. However, this decision proved counterproductive, as the recruited individuals were not given the necessary direction or support to thrive, further complicating operational challenges.

Risks

  • Dependency on Key Individuals: The company’s reliance on a few key personnel posed a significant risk, as their potential departure could further exacerbate operational challenges.
  • Cash Flow Vulnerabilities: Historical analysis showed signs of cash flow strain, with several factors contributing to unpredictable financial performance.

Opportunities

  • Market Expansion: The assessment identified untapped market segments that could provide avenues for growth, suggesting that with proper execution, there was still significant potential to realise the original investment thesis.
  • Process Optimisation: Streamlining operational processes could lead to improved efficiency and cost savings, facilitating quicker response times to market demands.

Original Investment Thesis

The original investment thesis for MediCorp Manufacturing Ltd was sound, based on solid market growth projections and the company’s potential operational capabilities. However, these capabilities were not aligned with reality, primarily due to leadership shortcomings and operational mismanagement. Had the operational capacity been what the PE firm had initially believed, the company would likely have been on a much different trajectory.

Interim Leadership and Implementation

Trevor was asked to support and coach the CEO in implementing a business improvement plan. However, the PE firm and the CEO faced significant challenges due to other shareholder matters outside of our involvement. Consequently, the CEO stepped down, and Trevor was subsequently asked to take over as the interim CEO.

In this role, Trevor enacted the plan, stabilised the business, and appointed a new permanent CEO. This transition was crucial in restoring confidence among the team and aligning the company’s operations with its strategic goals.

Results

With these changes, MediCorp Manufacturing Ltd is now back on track and thriving. The company has regained momentum in its growth trajectory and established a healthier organisational culture and operational efficiency. The new leadership team has successfully aligned the company’s operational capabilities with the original investment thesis, demonstrating the potential that initially attracted the PE firm’s investment.

Conclusion

The operational assessment of MediCorp Manufacturing Ltd highlighted several critical areas that needed attention to reverse the trend of stagnation and better align the company with the original investment thesis. 

Although the assessment was initiated after the initial investment, the findings underscored the importance of conducting similar evaluations earlier in the investment process. 

Importantly, the assessment also reassured the bank of the steps to stabilise the business, especially given the company’s forecast that it would not meet its banking covenants. 

The insights gained provided a roadmap for the PE firm to support MediCorp Manufacturing Ltd in overcoming its challenges and leveraging its strengths to achieve sustainable growth. 

This experience is a valuable lesson for future investments, reinforcing the necessity of thorough operational assessments to ensure alignment with strategic goals and maximise the potential for successful outcomes.

Pexels Thisisengineering
Trevor Parker

Interim Sales and Marketing Director

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Case Study: Interim Sales and Marketing Director for B2B Business

Challenge:

A £10 million B2B business faced the sudden departure of their Sales and Marketing Director, creating a leadership gap during a critical time for the company. The absence left the sales and marketing teams uncertain, and performance issues that had previously gone unnoticed surfaced, compounding the problem. The business required immediate leadership to stabilise operations, address the underlying issues, and recruit a permanent replacement—without incurring the high costs of traditional recruitment firms.

Solution:

To meet the business’s immediate needs, NorthCo proposed three highly experienced Interim Sales and Marketing Directors, each with a proven track record in managing sales and marketing functions at a senior level. While all candidates were fully qualified to step into the role, the business prioritised finding the right cultural fit, recognising the importance of both technical capability and team dynamics.

Selection Process:

The business followed a structured selection process to ensure they appointed an Interim with the right cultural alignment:

  1. Initial Microsoft Teams Interviews: To quickly assess the candidates while maintaining efficiency, the company conducted initial virtual interviews via Microsoft Teams. This allowed them to gauge each candidate’s experience and leadership approach. The virtual meetings provided a first look into how the candidates communicated, their understanding of the business’s challenges, and their ability to fit into the company’s culture remotely.
  2. Face-to-Face “Chemistry” Meetings: After narrowing down the options, the business invited the top candidate to a final face-to-face meeting. This “chemistry” meeting was designed to evaluate how well the candidate would fit within the company’s senior leadership team and broader organisational culture. This in-person interaction allowed both parties to ensure there was mutual rapport and understanding before making the final decision.
  3. Appointment: Following the chemistry meeting, the business confidently appointed an Interim who not only had the right skill set but also demonstrated strong alignment with the company’s culture and values. This process ensured the Interim could quickly integrate into the team and lead effectively during the transition period.

Key Actions by the Interim:

Once appointed, the Interim took decisive action to stabilise the team and address operational inefficiencies:

  1. Rapid Team Stabilisation: Within days, the Interim established leadership over the sales and marketing teams, addressing uncertainties and boosting morale. By clearly outlining priorities and implementing structured processes, the Interim helped the team refocus on their goals.
  2. Resolving Underlying Issues: The Interim identified several performance issues that had been hampering growth, including:
    • Poor sales pipeline tracking and forecasting
    • Inconsistent messaging and branding across marketing channels
    • Misalignment between sales and marketing teams, leading to inefficiencies in lead generation and customer acquisition
    The Interim tackled these problems by introducing a more streamlined sales process, aligning marketing efforts with sales objectives, and creating a cohesive strategy to drive growth.
  3. Recruitment of Permanent Replacement: As part of the assignment, the Interim took responsibility for recruiting their permanent successor. Using their own professional network and expertise, they identified and vetted potential candidates, conducting interviews and presenting options to the business. This internal recruitment process eliminated the need for a traditional recruitment agency, saving the company substantial fees and ensuring a smooth transition.

Outcome:

The business saw immediate improvements under the leadership of the Interim. The sales and marketing teams were stabilised, morale improved, and the underlying operational issues that had hindered growth were resolved. The recruitment of a permanent Sales and Marketing Director was completed efficiently, with the new director receiving hands-on support and mentorship from the Interim during the transition.

Key Results:

  • Team stabilised and morale restored within weeks
  • Underlying operational and process issues in sales and marketing resolved
  • Permanent replacement recruited internally, saving on recruitment fees
  • Smooth handover and transition to new leadership, ensuring business continuity

By taking the time to select the right cultural fit and leveraging an overqualified Interim leader, the business was able to stabilise quickly, improve performance, and secure long-term leadership while reducing recruitment costs.

Planning Meeting for sales team
Trevor Parker

Interim Digital Marketing Director for £10M B2B Sales Business

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Case Study: Interim Digital Marketing Director for £10M B2B Sales Business

Background

A £10 million B2B sales business was facing challenges with its online marketing efforts. The company needed a coherent digital strategy to boost its online presence, coordinate marketing agencies, and improve its overall marketing effectiveness. The leadership realised they required an experienced Interim Digital Marketing Director to guide their team, assess existing efforts, and execute a comprehensive marketing overhaul.

Objective

The main objectives for the Interim Digital Marketing Director were to:

  1. Develop an online strategy aligned with the business’s growth ambitions.
  2. Coordinate and assess current marketing agencies to ensure they delivered optimal results.
  3. Create a realistic and sustainable marketing budget.
  4. Refresh the company’s website to enhance user experience and alignment with the new strategy.
  5. Provide oversight and governance to ensure the ongoing success of the initiatives.

Approach

The Interim Digital Marketing Director took a phased approach:

  • Immersion Phase: For the first few weeks, the Interim worked three days per week to deeply understand the business’s marketing function. This phase focused on reviewing the current online efforts, understanding key business objectives, and getting under the skin of the marketing team’s capabilities and gaps.
  • Strategic Development: After gaining a solid understanding, the Interim began developing an online strategy in consultation with the internal team, ensuring it was aligned with the overall business goals. The strategy included tactics for digital channels, lead generation, and optimising the customer journey.
  • Agency Coordination and Review: The Interim evaluated the current marketing agencies’ performance and re-aligned their efforts with the new digital strategy. This included contract reviews and adjustments to the scope of work where necessary.
  • Budget and Resource Planning: A sensible budget was developed based on the desired outcomes and ROI. The Interim ensured the budget aligned with both short-term wins and long-term sustainability.
  • Website Refresh: One of the key deliverables was to refresh the website to enhance user experience, brand alignment, and overall digital performance. The website was redesigned for better navigation, improved SEO, and higher conversion rates.

Transition to Oversight

Once the strategy was in place and the marketing function was stabilised, the Interim scaled back involvement to one day per week. In this capacity, they provided oversight, monitored performance metrics, and made adjustments where necessary. This approach ensured continuity and provided the business with the ability to execute while having ongoing expert guidance.

Results

  • A clear online strategy was developed and implemented, enhancing the business’s digital footprint.
  • The marketing agencies were re-aligned, resulting in improved collaboration and performance.
  • The budget was optimised to match both growth targets and cost-effectiveness.
  • The refreshed website improved user experience, increased site traffic, and led to better lead conversions.
  • By moving to an oversight role, the Interim allowed for sustained performance without the need for heavy involvement, ensuring the marketing function could operate independently with strategic guidance.

This phased approach not only stabilised the company’s marketing function but also set the foundation for long-term growth and self-sufficiency.

Pexels Kindelmedia
Trevor Parker

Supporting Internal HR on Strategic Projects with Specialist Resourcing

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Case Study: Supporting Internal HR on Strategic Projects with Specialist Resourcing

Client Overview: Our client, a well-established company with a robust internal HR team, faced a significant challenge when they needed to recruit two Regional Sales Managers. Although their HR team was highly capable, they were fully engaged in a strategic internal project that left them with limited capacity to conduct the recruitment search and process.

The Challenge: The need to hire two critical Regional Sales Managers coincided with the internal HR team’s focus on a high-priority, time-sensitive project. This overlap created a bandwidth issue, preventing the team from dedicating the necessary time and attention to the recruitment process. It was crucial for the company to find qualified candidates promptly without pulling the HR team away from their strategic responsibilities.

Our Approach: Our specialist resourcing team stepped in to manage the recruitment process with minimal disruption to the client’s internal operations. We initiated a discreet and highly confidential search, given the seniority of the roles and the client’s preference for maintaining confidentiality in the market.

  • Long-List Creation: After an in-depth understanding of the role requirements and the desired profile, our team conducted a thorough search, identifying a broad pool of potential candidates.
  • Collaboration with Internal HR: We worked closely under the guidance of the client’s internal HR team, ensuring that our search and selection process aligned with their expectations and cultural fit requirements.
  • Initial Interviews: Our team managed the first stage of interviews, filtering the long-list down to a refined shortlist of six highly qualified candidates.
  • Handing Over to HR: Once the shortlist was finalised, we handed the process back to the internal HR team, who took over the final stages of interviews and assessments to make their final selection.

The Outcome: By managing the initial stages of the recruitment process, we saved the internal HR team significant time and allowed them to stay focused on their strategic project. The discreet search ensured no market disruption, and our swift, efficient approach resulted in a qualified shortlist ready for final interviews.

The collaboration between our resourcing team and the client’s internal HR allowed for seamless integration, ensuring that both strategic projects and critical hires were completed effectively.

Pexels Divinetechygirl
Trevor Parker

Co-Chairing a Planning Meeting for MB&G Insurance

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Case Study: Co-Chairing a Planning Meeting for MB&G Insurance

Client Overview
MB&G Insurance is a market leader in Motor and Leisure warranty, leveraging its success to expand into affordable, high-quality insurance coverage across various sectors. They emphasise that real freedom comes from knowing customers are safe and supported by fast and friendly experts should they encounter any bumps in the road. With a commitment to covering all types of vehicles, MB&G aims to provide customers with everyday peace of mind.

The Challenge
As part of their ongoing drive for ever improved customer service excellence, MB&G embarked on a key management information (MI) initiative, recognising that effective MI coordination across departments was vital for regulatory compliance and operational efficiency. The company’s annual planning meeting had traditionally followed an informal roundtable format, but with MI improvements becoming a top priority, the CEO wanted to refresh the structure while retaining the familiar collaborative atmosphere.

The Approach
The CEO and I decided to co-chair the meeting to take advantage of his deep knowledge of the industry and regulatory landscape, combined with my broad operational experience. This collaboration ensured we could balance industry expertise with a focus on actionable operational improvements.

In preparation for the meeting, I held discussions with each attendee to guide them in creating concise seven-slide presentations. These presentations focused on:

  1. Reflections on the past 12 months, including successes and areas for improvement.
  2. Key objectives for the upcoming year.
  3. The specific MI required to support their departmental goals.

These preparatory discussions ensured that all attendees were aligned with the expectations for the meeting and ready to contribute meaningfully.

Meeting Execution
The day was structured into two key segments:

  • Morning Session: We began with a systematic agenda where each department presented their slides. This gave a clear view of the past year’s performance, upcoming goals, and MI needs, helping align everyone on MB&G’s strategic focus.
  • Afternoon Session: The afternoon featured a more relaxed format that allowed for free-flowing discussions. Having established the context in the morning, the CEO and I were able to guide the conversation dynamically, ensuring it remained focused on MI improvements while allowing space for organic dialogue and collaborative problem-solving.

This blend of structure and flexibility kept the meeting on track and fostered a collaborative environment.

Outcomes
Several key outcomes emerged from the meeting:

  • Active Participation: The management team, fully prepared through our pre-meeting discussions, actively engaged throughout the day. Their concise presentations kept discussions focused and productive.
  • Successful Co-Chairing: The co-chairing model worked well, with the CEO’s expertise in industry regulations complementing my operational insights. This dynamic allowed us to adjust the meeting flow as needed, ensuring we stayed aligned with our MI objectives.
  • Ongoing Engagement: Following the meeting’s success, several attendees expressed a desire for additional support, requesting our participation in their departmental planning sessions and one-on-one follow-ups to implement their MI plans.

Conclusion
By co-chairing the planning meeting with MB&G’s CEO, we effectively balanced structure and flexibility, ensuring active engagement from the management team. The pre-meeting preparation and dynamic flow throughout the day allowed us to meet key MI improvement objectives, making the event a significant success. As a result, our involvement has been sought for future departmental planning and implementation support, further driving MB&G’s strategic MI agenda forward and enhancing their commitment to providing affordable, high-quality insurance coverage that ensures peace of mind for their customers.