London Annual Masquerade Ball

A third-generation manufacturing company with 200 employees was bleeding cash. Despite strong demand for their products, operational inefficiencies had turned what should have been profitable growth into mounting losses. The board was considering a sale or shutdown within 18 months.

We were brought in to assess whether the business could be saved. What we found was a fundamentally sound company drowning in complexity—dozens of low-margin product lines, chaotic production scheduling, and zero visibility into actual costs by product or customer.