The client was the UK arm of an international packaging group that had a dominant position in the national market.
Whilst a large proportion of its output was regarded as ‘commodity’ and subject to intensive margin pressures, the parent company was supporting a major restructuring programme designed to improve the competitiveness of the UK business through increased focus on added value sales. Alongside the operational improvements that were being implemented as part of the
restructuring, the business was determined to upskill the finance function and, in particular the quality of information reporting to enable management to take better informed decisions on forward strategy. An
interim Finance Director was appointed with a strong
manufacturing background which included direct experience of the sector. He was able to introduce more effective management reporting, including a new suite of KPIs. He also improved cost and cash management to the extent that an increasing proportion of the restructuring costs were capable of being met from internally generated funds.