KPMG were establishing a new market offering to companies in underperforming or stressed situations. A go to market offering was established and a model developed. Different routes to market were established and are being continued to be developed. A number of projects have been successfully completed building the brand in this new sector of the market

IPL Group have manufacturing operations across the globe, I initially had to implement a clean room operation in one of our plants in Canada, then moving on to running the North American LF&E division and moving to the newly formed ERIS division. The North American Divisions had challenges and in the 2 and a half years those challenges were addressed and profitability substantially improved, ERIS division had turnover of €400m with an EBITDA of €50m. Key challenges addressed were A) Plant Performance, weekly reviews and target KPI improvements B) Sales, changed mindset of Sales leadership and drove double digit growth C) Resin Procurement, changed supplier relationships and substantial cost improvements D) Culture, changed management and drove a new culture of growth and staff welfare E) Management capability and organization structures. F) Completed 4 acquisitions, one in North America and 3 in the UK and lead the integration of these into the IPL Group

I took on several fractional roles in challenged organisations to develop and deliver turnaround and performance improvement results.