Operational Turnaround of an Engineering Firm (2024–2025)

Challenge:

As General Manager of Statesman Engineering Ltd, Kennedy was tasked with transforming a struggling mid-sized engineering company. The firm was facing high operating costs, inefficiencies in project execution, and compliance issues with evolving regulations – all of which threatened its profitability and reputation.

Action:

Kennedy applied a hands-on management approach to turn around the organisation’s performance. He first conducted an operational audit to pinpoint inefficiencies and areas of waste. Based on this, he introduced new standard operating procedures and a performance management system to increase accountability. Key changes included streamlining supply chain logistics, renegotiating supplier contracts to reduce costs, and implementing a digital project-tracking tool for better oversight. Kennedy also ensured strict compliance with government regulations by updating company policies and training staff on industry standards. Throughout, he provided strong leadership and clear communication to rally the team around a culture of efficiency and quality.

Result:

Over a period of 18 months, Statesman Engineering saw a significant reduction in operational costs and a boost in overall efficiency. Production downtime was minimized, and projects began consistently meeting deadlines and budgets – a notable shift welcomed by clients. The company passed all regulatory inspections, earning a reputation for compliance and reliability. Kennedy’s turnaround strategy not only stabilized the business financially but also positioned Statesman Engineering for growth, with a more agile operation and a renewed sense of confidence among its stakeholders.