If your operating record has stopped fitting on two pages, you have the same problem as Marcus.

Joined as Operating Partner following the Praxis exit. Brief: provide hands-on operational board support to a portfolio of mid-market industrial businesses at different stages of the hold cycle, from pre-acquisition operational due diligence through to exit preparation. Four portfolio boards held simultaneously.

• 3 completed exits as Operating Partner, average EBITDA growth of 2.1×, average hold of 38 months across all three.
• Currently leading the operational integration of a 480-person German precision manufacturer acquired in Q4 2023, site consolidation, ERP migration, and production scheduling redesign across two facilities. Target: full integration within 16 months of close.
• All pre-acquisition operational due diligence conducted using a proprietary ODD framework developed from the Praxis and IMI experience, covering production capacity, workforce capability, supply chain resilience, and capex runway.
• £380m total portfolio revenue across four concurrent portfolio companies: precision components, industrial automation, specialised packaging, and fire-suppression systems.
• Led vendor due diligence and exit preparation for two of the three completed exits, management presentations, data room build, and operational Q&A with strategic and secondary PE buyer teams.
• Non-executive director of Brindley Group plc (AIM) since 2022, audit and remuneration committee member.

Recruited as COO twelve months into Advent International's hold period. EBITDA at arrival: £18m. Three-site business, predominantly UK revenue, 480 headcount. Board brief: restructure the operating model, execute three identified bolt-on acquisitions, and prepare the business for exit within four years.

• EBITDA from £18m to £41m over 48 months, driven by operating model redesign, production scheduling overhaul, and revenue mix improvement toward higher-margin aerospace and defence contracts.
• Led three bolt-on acquisitions with combined cost of £67m, spanning hydraulic sealing, specialist fasteners, and CNC turning components. Each integrated within 18 months of close with zero production downtime.
• Applied the Lean/Six Sigma framework from IMI, OEE across the Praxis network moved from 71% to 88% over the hold period.
• Built the operational infrastructure to absorb headcount growth from 480 to 1,100, ERP migration, unified production scheduling, and site-level P&L accountability introduced across all facilities.
• Revenue mix at exit: 38% aerospace/defence (11% at entry), the deliberate shift to premium-margin end markets was central to the EBITDA improvement thesis.
• Business sold at 9.4× EBITDA, a top-quartile outcome for Advent International's 2018 vintage. Served as executive director on the company board for the full hold period.

Joined IMI Precision Engineering as Head of Operational Excellence to run a lean transformation across 14 manufacturing sites. Promoted to Deputy COO in 2015 with full P&L responsibility for a £340m revenue division and 2,800 headcount across UK, Germany, and Poland. First executive to hold combined operational and commercial accountability below the divisional CEO.

• OEE across the 14-site network from 67% to 84% over 36 months, producing £23m in annual run-rate cost reduction. Programme delivered through Lean/Six Sigma methodology applied via dedicated site-level improvement teams.
• As Deputy COO: full P&L accountability for £340m revenue across 14 sites and 2,800 headcount. Introduced site-level P&L reporting to replace a cost-centre model, enabling direct performance comparison between sites for the first time.
• Led two bolt-on acquisitions, combined cost £28m, integrating both into the existing operating model within 12 months of close, inside the original capital expenditure envelope.
• Seven consecutive quarters of EBIT margin improvement through the Deputy COO tenure (FY2015 to FY2017), against flat end-market demand across UK automotive.
• Trained 140 site-level improvement leads across UK, German, and Polish operations over the five-year tenure, building the lean practitioner community across the division.
• Represented IMI plc at the Make UK Manufacturing Performance Forum, contributing OEE data to the industry body's annual manufacturing outlook.

Joined McKinsey directly from Nottingham, placed in the Operations practice from day one. Three years working on manufacturing transformation, supply chain redesign, and operational turnaround engagements for automotive, precision components, and process chemicals clients across the UK, Germany, and the Netherlands.

• Delivered £17m in annual logistics cost reduction as Engagement Manager on a 22-month supply chain redesign for a Tier 1 automotive supplier, six-country network covering UK, Germany, France, Poland, Czech Republic, and Romania. Programme included distribution centre consolidation, carrier contract renegotiation, and route-to-market redesign.
• Led a 6-month operational turnaround assessment for a mid-market precision engineering business under covenant breach, output informed the lender's decision to extend headroom and the business's subsequent restructuring.
• Promoted from Associate to Engagement Manager in 18 months, below the firm's typical 24 to 30-month timeline. Continued as primary client lead on the automotive supply chain engagement through to implementation completion.
• Built the internal lean transformation playbook for the UK industrial sector practice, used as a starting framework on subsequent engagements by the team after his departure.