CASE STUDY

SITUATION & CHALLENGE

• A family-owned medical device manufacturer sought outside investment to upgrade operations and develop into international markets. There was an opportunity for product diversification, revenue growth and significant margin improvements.

• The family CEO was uncertain whether other family members in key positions had the skills to address significant quality and production challenges and wanted to explore transitioning to a professional management team.  

SCOPE OF WORK

• Group workshops with the Family produced a clear view of the condition of the Company. Explorations with departmental heads showed awareness of what was needed, but neither attention nor capital had yet been allocated to these priorities. 

• Morg&Co partnered with the Board and CEO to clarify specific organisation priorities and management challenges, and to build a coherent execution roadmap to enable growth. This became the shared blueprint to assess future leaders and establish the new team. 

• Our consultants explored the strengths of the existing family team members using 1:1 deep-dive assessments to evaluate their motivation and aptitude to lead the new business.   

IMPACT & OUTCOMES

• Over a period of 3 months and in constant communication with the Board, the CEO and Morg&Co selected and de-risked appointments to the new management team while sensitively helping former managers to transition to fresh opportunities. 

• Morg&Co then helped the new team develop a culture of quality and productivity, which raised production output, increased international regulatory approval and sales, and reduced avoidable costs leading to a fast increase in EBITDA. 

• The CEO ultimately trusted Morg&Co to help plan for his withdrawal from the Company and identify a his replacement.