Situation

$300M+ PE backed medical device business with geographically dispersed operations and vibrant acquisition program. Company challenged to support accelerating growth with immature manufacturing and quality systems, geographically fragmented and insulated supply chain and siloed functional support groups (e.g. R&D, engineering, manufacturing). Bright and capable COO newly appointed into a stretch role with significant operational challenges (e.g. supporting transfer of manufacturing from overseas location to 3rd party contractor, remediating inherited design issues driving up cost of quality, on-boarding a new next level team, supporting new product launches and integrating recent acquisitions). Board of directors encouraged the business unit leadership to provide additional mentoring support for the new COO as he transitioned into the new role.

Action

Developed a regular engagement process to support the new COO on issues where he needed a sounding board or guidance that he did not otherwise have access to. Activities included review of facilities rationalization plans, review of supply contracts including production outsourcing, personnel assessments, organizational structure reviews, recommendation for additional third party support providers, board engagement preparation and development of cost out engineering concepts.

Result

New COO hired all new next level staff, resolved several long standing functional & organizational challenges, began the process of relocating production to 3rd party supplier consolidating one overseas factory as a result. Board feedback on COO performance is all positive.