Get your business back to positive cashflow
We help manufacturing and pharmacy firms recover from underperformance to achieve sustainable financial success — without sacrificing your values and culture in the process.
Problems we’re hired to solve
Whether you’re heading toward insolvency or preparing for a forced announcement, the stress is personal – you're losing sleep, stakeholders are agitated, and decisions feel increasingly risky.
Investors and lenders are growing impatient, the board is split on direction, and every stakeholder group is starting to pull in a different direction. You need someone to bridge the gaps, restore trust, and guide the company forward without noise or ego.
Financial underperformance
Board and leadership misalignment
Loss of a major customer or supplier
Caught between disclosure rules and director duties
Falling share prices
When facing underperformance, how do most directors respond?
Too often, they resort to reactive cost-cutting, headcount reductions, or hasty restructures which can negatively impact morale. Others delay action, hoping things will improve.
Many hire consultants who focus on symptoms, not root causes — or worse, who don’t understand the unique pressures of manufacturing or public markets. You don’t need a theoretical playbook. You need someone to step in to align, support, and deliver.
Our solution
Sustainable turnarounds don’t sacrifice your people to save your P&L — so we optimise for both the numbers and your organisational culture. We bring a proven and methodical approach to turnarounds. Unlike your typical turnaround experts, we balance commercial rigour with empathy.
100 day turnaround to get back to positive cash flow
We help manufacturing firms and pharmacies achieve positive cash flow and set the foundation for sustainable financial success. In 100 days, you recover from financial pressures while preserving team morale and long-term business health.
In just three months, we’ll enable you to take control of your cash flow, improve company culture, and increase shareholder value.
SERVICE 1
SERVICE 2
6-12 month turnaround for PLCs in regulated environments
Struggling to repay debt? Share price slipping? Under regulatory pressure? For PLCs facing mounting challenges, our founder Andy steps in as a director — not the chairman, but a calm, capable presence who protects the board, manages stakeholder relationships, and ensures compliance with Directors’ Duties.
We’ll help you regain control, restore investor confidence, and navigate complex situations — before public disclosures or boardroom fractures force your hand.
Our 5-step process
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We meet over video call to explore your challenges, goals, and stakeholder concerns to understand the pressing issues at hand.
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For a fixed fee, we carry out an in-depth analysis of financials, operations, leadership, and risk. This results in sharing recommendations to identify key actions and timelines.
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We begin by collaborating with employees across the organisation to gain a full picture of the business. From there, we quickly stabilise the financials — identifying opportunities to optimise cash flow, supplier and customer terms, and review gross margins and overheads.
We assess leadership capability, pricing strategy, and management reporting, while reassuring stakeholders and reviewing key operational processes like supply chain and production planning.
For PLCs, we also maintain close contact with the regulator, corporate finance advisors, and key investors to ensure alignment and confidence.
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With initial insights in place, we focus on building trust and collaboration across the team and key stakeholders. We recommend any necessary organisational changes and begin implementing critical improvements — negotiating customer pricing, reducing overheads, and refining gross margins.
We introduce new cash flow controls and further improve customer and supplier terms. Production systems are adjusted for efficiency.
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All agreed organisational changes are now fully embedded, creating a more focused and capable team. Customer pricing updates and cost reductions have significantly improved gross profit, while streamlined overheads are delivering measurable bottom-line impact.
Cash flow controls are running smoothly, and refreshed customer and supplier terms have strengthened key relationships. The business is now more stable, more profitable, and culturally stronger — ready for sustainable growth.
Testimonials
“Andy literally transformed me! As a 40-year old professional female, although I hid it quite well, I lacked the confidence to truly perform to my capabilities and to grow them further. Andy’s faith in me and his coaching gave me the confidence to spread my wings and flourish. I will always be in his debt. ”
— Caroline Green, Chief Executive, Pallet-Track Limited
“Andy identified potential in me, kick started my career and challenged me to be better. Andy continues to push for me to reach that potential and mentor me and I am very grateful to him.”
— Hesham Afifi, Senior Operations Consultant, Arup
Case study: Metalrax Group PLC
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The group was listed on the London Stock Exchange and AIM, comprising a collection of SMEs with operations across the UK, USA, and China. It generated annual sales of £120 million and employed approximately 500 people. The group specialised in engineering products serving diverse markets, including automotive, commercial vehicles, medical safety, food preparation, construction, and industrial warehouse equipment.
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The group faced serious financial and operational issues, including £10 million in EBIT losses and long-term Pension Fund debt that was likely unrepayable. Short-term creditors were becoming harder to pay, despite ongoing repayment of bank debt. Some companies within the group generated cash, while others consumed it, creating internal strain.
As a PLC, all actions were publicly visible, increasing pressure on a reputation-conscious board. Regular pension payments further limited liquidity, leading to supplier disruptions. Challenges were worsened by poor leadership in some subsidiaries, a weak central finance team, limited product development, and underinvestment in capital.
KEY RESULTS
• Gross margin increased to 60% over 3 years
• New investors made tens of millions of shareholder value
• Reduced debt from £24m to £6m over 4 years
Case study: Aerospace manufacturer
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A precision manufacturing business in England with £25m turnover and a complex international supplier and customer base.
The company offered multiple manufacturing processes including machining, assembly, and finishing.
The business had unsustainable creditor balances and was loss making.
It had an unstable leadership team due to the forced resignation of several senior directors.
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The business struggled with EBITDA losses, negative cash flow, and insolvency risk. Poor management led to inefficiencies, supply chain failures, and customer service issues. Products were underpriced, with little understanding of profitability due to inadequate financial systems. Misallocated resources, low productivity, poor processes and failed product launches further hindered performance. Skilled worker recruitment was also a challenge.
KEY RESULTS
• Generated £3.2m cash in 3 months
• Added £4m in annual revenue
• Increased gross profit by 15%
• Ongoing positive cash flow and profitability
About Andy
I’m not just your consultant – I’m the one who steps in when everything’s up in the air. With board-level experience across manufacturing PLCs and mid-market firms, I lead turnarounds from the inside out – bringing a rare combination of financial acumen, strategic insight, compassion, and empathy.
I ask the hard questions, see what others miss, and rebuild trust across the business. From regulatory complexity to boardroom tension, I’ve been there – and I know how to get out.
40+ years
13
Of leadership experience
C-level positions
Manufacturing businesses
Accredited Insitute For Turnarounds member
47
Director positions
Helped 68
Why choose Andy over the next consultant?
Strong track record in turning manufacturing businesses and pharmacies around.
Experienced with the unique challenges of PLCs and adept at dealing with regulated requirements.
Prioritise compassion and inclusivity at every stage to safeguard your company culture.
I serve as the eyes and ears of key stakeholders to deliver required cash flow and profit.
Ensuring compliance with Directors’ Duties and other regulatory obligations.
Ready to take the next step?
Request a free consultation today and we’ll show you how to stabilise your business and restore confidence.