Context: A specialist distribution business was growing, but performance still relied too heavily on reactive effort, informal coordination and late issue escalation.

Challenge: OTIF was below 80%, stock was ageing, and teams were firefighting without a single operating rhythm.

Role: Led the business in shaping and embedding a clearer operating system built around one set of weekly numbers, a short daily execution rhythm, stronger ownership, quality at source and tighter linkage between demand, materials and cash.

Outcome: The business became more stable, more predictable and better able to scale. Revenue grew by more than 75%, EBITDA moved into the mid-teens, OTIF stabilised, complaints reduced, forecasting improved and cash conversion strengthened.