Urgent Need for Action in Transformation & Restructuring
The company was an internationally active metal processing company focused on bridge construction, generating an annual turnover of 180 million euros and employing over 700 people. The transformation mandate was given by the shareholder, who sought a realignment of technical management. The background was the urgent need to reassign overall technical responsibility. The three production sites in Ukraine, Estonia, and Poland operated with different standards, which led to significant inefficiencies. At the same time, there was a clear need for action in the areas of efficiency improvement, sales, and the company-wide system landscape.
Key Focus Areas
The organization was undergoing a transformation phase, which was further strained by difficult geopolitical conditions, particularly in Ukraine. The company’s sales performance did not match the existing market potential, due to a lack of professionalization in sales processes. Different processes between locations led to significant inefficiencies, and a company-wide ERP system had not yet been implemented. Additionally, trust in the management level needed to be rebuilt, as the previous leadership could not provide the necessary stability and clarity.
Achieving targets through transparency and process control
Within twelve months, 550 production employees and 30 sales employees were restructured and managed. Production metrics were made transparent and standardized to create a uniform basis for performance evaluation. The ERP system was successfully implemented and rolled out across locations, significantly improving data availability and process control. Sales processes were professionalized and internationally aligned to better exploit market potential. These measures resulted in a stable organization with a clear growth strategy focused on long-term success.
