Background: 

The Company was owned by Japanese investors who also owned two other aerospace companies in the UK. 
As separate companies, they were individually dependent on parental funding. The investors requested a review of the options available to them to optimise the performance of their UK interests.

Challenge:

To reorganise the three companies by integrating them into a single trading entity and create a common identity within the aerospace industry which had previously considered them as individual companies. 

Solutions: 

• Various types of due diligence (financial, legal, HR, commercial etc) was carried out with the support of a local commercial law firm appointed to help with the reorganisation. 

• Refinancing of the enlarged organisation with UK funders. 

• Communication to key stakeholders and press information released to advise the industry on the changes. 

Benefit:

• Greater value and quality of consolidated assets available to utilise as security to funders. 

• Economies of scale by dispensing with the multiple performances of support tasks which were concentrated into a head office facility at the largest of the three companies. 

• Streamlining of manufacturing operations so that each site became a specialist in specific processes, rather than generalists competing for similar work which had previously been the case. 

• Enhanced reputation as all sites benefitted from corporate level quality approvals. 

• The company rapidly became recognised as a bigger player within the industry, with the additional gravitas bestowed upon it by the increase in size and enhanced range of its capability, capacity, and range of product offering. 

• The enlarged company was later acquired by a Private Equity firm which realised the owners investment. 

Case Study: Peter Cassidy