Professional Services

A leading aerospace and defense supplier faced significant challenges as it experienced rapid growth driven by two major clients demanding increased production of a new series of aerostructures. The company had been struggling with internal issues for years, including a lack of a clear manufacturing strategy, inconsistent and decentralized purchasing decisions, and a workforce that lacked critical product development skills. These problems were leading to substantial financial losses, pushing the company toward insolvency.

To address these issues, the client acquired a majority share in the company and sought the expertise of we to implement a comprehensive operational turnaround plan. Upon arrival, we identified that the company was duplicating assets, technologies, and labor across its plants, which was contributing to inefficiencies and financial waste.

Over a 12-month period, we worked closely with the company to develop a detailed strategy aimed at reducing costs and fostering sustainable growth. This included plans to cut overhead, streamline procurement, enhance productivity, establish efficient production networks, and improve communication across business units. The initiative identified over €60 million in potential annual savings over five years.

The implementation phase involved deploying teams to support the management in executing these plans, developing a tracking tool to measure savings, and facilitating weekly progress review meetings. we even took on an interim management role to oversee the divestment of one of the company’s UK subsidiaries.

As a result of this hands-on partnership, the supplier successfully executed an operational turnaround within a year without requiring external cash infusion. The improvements surpassed targets across all functional areas, leading to strong financial performance and steady growth from 2012 onward. The company, which has a century-long history, was effectively saved, allowing its management to focus on future expansion initiatives.