Construction turnaround and interim management

Flooring and tiling sub-contractor (Turnover £1m pa.)
- Reviewed the deteriorating performance of a previously successful business. 
- Proposed various changes in systems and in personnel to stabilise and revitalise the company and its profitability. 
- Ongoing mentoring relationship to the present day. 

Fire protection sub-contractor (Turnover £5m pa.)
- Undertook Independent Business Review. Later acted as Managing Director during a period of major change.
- Identified and pursued a major warranty claim against the previous owner 

Specialist waterproofing contractor (Turnover £10m pa.)
- Proposed and helped implement new management procedures 
- Undertook the identification and collection of outstanding contract debtors and retentions.

Civil engineering contractor (Turnover £8m pa.)
- Reviewed the existing business. 
- Appointed as Director and implemented major changes in management systems.
- Resolved major contractual and other issues.

Multi discipline contractor (Turnover £140m pa.)
- Undertook a review, following the company’s introduction of new accounting and contract costing software and their failure to produce meaningful and timely management accounts for a period of several months. 
-Implemented a major change in the monthly reporting regime and a return to accurate and timely monthly contract results and management accounts. 
- Prepared, submitted and negotiated major contractual claims on some of their major contracts.

Civil engineering contractor (Turnover £65m pa.)
- Reviewed a fabrication company, which was struggling. 
- Proposed and implemented changes in management, relocated operations to purpose built workshop extensions at the premises of their sister civil engineering company. 
- The company returned to profitability and the factory site was later redeveloped and sold.