Engineering and Manufacturing Business Restructure, Interim Managing Director
The Client
A long-established engineering and manufacturing business found itself facing a challenging period. Margins were tightening, the organisational structure no longer aligned to the company’s strategic ambitions, and uncertainty had begun to ripple through the workforce. Known for its craftsmanship and loyal customer base, the business needed stability and fresh perspective to regain momentum.
The Requirement
With operational pressures increasing and confidence drifting, the board recognised an urgent need for interim leadership—someone able to step in with clarity, calmness and authority. The ideal individual would bring extensive experience in engineering and manufacturing environments, combined with the emotional intelligence to reconnect with employees and rebuild trust during a sensitive moment.
This wasn’t simply a technical restructuring assignment. It required a leader who could diagnose issues quickly, communicate transparently and make measured decisions while keeping people informed and engaged. The board wanted reassurance that change would be handled with empathy as well as strategic discipline.
The Solution
Novo worked closely with the board to understand the organisation’s pressure points, cultural dynamics and the type of leadership presence that would land well with the workforce. We activated a focused search across our interim leadership network, prioritising individuals with proven operational turnaround experience and a grounded, human-centred style.
Our approach included:
- Assessing senior interim leaders with engineering and manufacturing expertise
- Reviewing track records in restructuring, stabilisation and performance uplift
- Evaluating communication style, leadership impact and stakeholder alignment
- Ensuring the chosen interim could inspire confidence from day one
The Outcome
Novo appointed an interim managing director known for thoughtful, steady leadership. They spent time on the shop floor, asked honest questions and listened deeply helping employees feel seen and supported. Structural changes were implemented carefully, with open communication and empathy guiding the process.
Within weeks, productivity began to rise, customers noticed the improvement, and morale strengthened. By the end of the assignment, the business was operating with renewed clarity and confidence. The interim handed over to a permanent MD with a cleaner organisational foundation and a motivated team ready for the next chapter.
