Case Study - Food & Consumer

This is an especially wide category for us, since for some customers we operate globally, while for some sectors, we specialise in the C&EE Region, however a couple of examples are below, feel free to ask us for more.

Country General Manager / MD Italy, Global Food Group – multi-site Subsidiary

Faced with the pending retirement of a largely uncooperative and old fashioned incumbent inherited from an acquisition that was losing money, despite the nice location, this wasn’t as attractive as it may have first sounded. Also the internal politics were something tough to handle for an incoming MD. We targeted a wide range of Food, Processing and Packaging groups across Europe (not just Italy) to find nationals with international experience who could demonstrate a turnaround and profit improvement in similar circumstances.  The ensuing shortlist have a good choice of nationals and non-nationals with fluent Italian, from which an MD was chosen, hired and is still in place and doing well after handling 3 strikes in year one! The company now meets its EBIT Targets.  

 

CEO Russia and CIS, FMCG Group – flagship acquisition needs turnaround hero

This group had spent a lot of money buying a company with a good local brand name that was losing market share, shelf space and customer loyalty, not to mention margin erosion from falling sales and parallel imports. Our brief was to get a bi-lingual ex-pat who had succeeded in another high profile Consumer Brand Group in adverse circumstances with internal political blocks and external pressure from authorities and criminal elements. Nice challenge! Of course we saw this as a great chance to shine, so did the right candidate on the shortlist, who were motivated, doing well and currently employed but being held back from the next step up to large Division CEO due to succession plans. The selected candidate was in place within six months and in time to halt the decline and effect a turnaround, all were very pleased with both the internal and external communication and the way the investment was protected. Especially since one year in the parent was in a merger situation that meant a key asset had to be shown to be successful to meet due diligence.

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