When this support is used
The business is trading and viable, but operational performance is heavier and noisier than it should be.
Business leaders typically engage this support when:
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Day-to-day operational issues escalate to MD or CEO level too frequently
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Customer service complaints are increasing or Trustpilot scores are slipping
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Fulfilment, despatch, or logistics performance is inconsistent
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Teams are busy, but delivery against plan is uneven
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Operational controls have softened over time
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Leadership time is being pulled into issues that should sit lower in the organisation
This work is designed to restore grip, consistency, and confidence without disruption or unnecessary change.
What this support looks like in practice
Support focuses on stabilising delivery, removing blockages, and restoring a clear operating rhythm.
In some situations performance has drifted gradually. In others, change, growth, or disruption has exposed weaknesses that were previously hidden.
Support typically includes:
Operational Triage and Stabilisation
Used when recurring issues are consuming leadership time and attention.
We identify root causes, remove immediate blockages, and stabilise delivery so issues stop bouncing upwards and performance becomes more predictable.
The focus is containment first, improvement second.
Delivery Rhythm and Accountability
Used when execution lacks consistency.
We clarify priorities, ownership, and cadence so teams know what matters, who owns what, and how progress is reviewed. This restores follow-through without adding layers of management.
Customer Experience and Service Recovery
Used when service standards have slipped or customer confidence is eroding.
We address breakdowns practically, focusing on response times, hand-offs, and accountability rather than slogans or training programmes.
The aim is visible improvement, not theatre.
Fulfilment and Operational Flow
Used when logistics, despatch, or operational flow lacks reliability.
We improve consistency and predictability across the delivery chain so operational performance supports growth rather than constraining it.
This is about flow and reliability, not optimisation projects.
Leadership Support for Operational Control
Used when the MD or CEO is acting as the point of resolution for operational issues.
We help leadership teams re-establish clear control, decision rights, and escalation paths so operational authority sits where it should.
This reduces load at the centre and improves confidence across the organisation.
What this is not
This is not a lean transformation.
This is not a reorganisation.
This is not an academic process review.
It is practical, operator-led support focused on restoring operational discipline and delivery confidence.
Example of recent work
Restoring operational control and workplace productivity in a PE-backed business
Context
A private equity-backed portfolio company experienced a steady erosion of productivity and operational control following a prolonged period of remote working. Customer complaints increased, response times deteriorated, administrative costs rose, and operational controls had quietly fallen away. Leadership presence in the business was minimal, and day-to-day issues were escalating to senior level.
What we did
Engaged through an interim CRO assignment, we worked alongside the senior leadership team to stabilise delivery and restore operational discipline. This included reviewing contractual and policy positions, reinstating clear operational standards, re-establishing leadership presence on site, and implementing a structured return-to-office plan supported by clear data and transparent communication.
The approach was firm but pragmatic, combining decisive leadership with tailored support for teams and individuals to ensure continuity and minimise disruption.
Outcome
Operational controls were reinstated, productivity recovered materially, and customer response times improved. Administrative headcount was rationalised, restoring cost discipline. Despite initial resistance, staff turnover was minimal and morale improved as structure, clarity, and collaboration returned.
Twelve months later, productivity remained at its highest level, customer satisfaction had increased significantly, and the board recognised the intervention as a decisive turning point in restoring operational stability.
How this support fits with the wider business
Operational Delivery and Performance Support is often used alongside commercial, systems, or resourcing support, but it can be engaged independently.
It is commonly used:
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To stabilise performance
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To reduce leadership load
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To improve customer outcomes
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As a foundation for growth or change
The focus is always on restoring calm, control, and consistency.
How this is usually introduced internally
“We need to restore consistency and control, not add more process.”
“The intent is to make delivery easier and more predictable for everyone.”
This framing keeps the focus on support and clarity rather than criticism.