Managing Director – Fenestration (Building Products)

THE COMPANY

Founded in 1996, our client serves both commercial and residential markets. With a team of 40 predominantly long-tenured, operational staff, the company was acquired in 2022 by a group.

This group has doubled in turnover over the last three years, having now established themselves as leaders in its niche.

With the current Managing Director of the acquired manufacturer retiring, the group required a replacement to align operations with their standards and drive growth. They required a strong operational leader to guide this transition.

THE ROLE

With the exiting Managing Director coming from a commercial background, key attributes sort were:

• Experience at fronting investment into a manufacturing facility (CapEx).
• Strength within reviewing and building strategy around manufacturing processes and systems (lean methodology).
• A history of strengthening learning and development programs for succession planning.
• Led operational activities within diversification and expansion of both existing products and new markets.

THE BUSINESS CHALLENGE

The group had never recruited at this level. This resulted in Collingwood’s Head of Building Products consulting with the group board, based on their initial assumptions. This included both the skillset required and likely talent pool.

The key challenges were:

• Blend of skillsets required against likely function to target: Given the size of this individual manufacturer, Collingwood suggested that targeting a like for like replacement, in the form of a readymade Managing Director, would not only be unnecessary but costly.
• Censorship regarding salary expectations: Being clear, the group’s expectations were sensible, based against gaining interest from an operational leader.
• Given we were primarily looking for an operations leader, how the group would support this individual from a financial and commercial exposure standpoint.
• Remote location: This role would be c.100 miles from the group’s other facilities. It was therefore important for this person to be able to lead in isolation.
• Limitation to the search: This was to be a fixed location, with this person required to be highly visible at the main site throughout the week. Therefore, it was to be a regionalised headhunt, sourcing from a limited talent pool.

THE SOLUTION & THE RESULT

It was clear that a collaborative, consultative approach was necessary from both parties. Fortunately, the board quickly recognised this and worked closely with Collingwood throughout the headhunting process.

In summary, the following process took place:

The shortlist of five recommended to the board came from a mixture of Operations Directors from smaller manufacturers, and Plant Managers from multinational / global businesses.

The preferred candidate was a Plant Manager from a national manufacturer within the building products arena. With their notice period of six months being upheld by their employer, Collingwood managed the intervening time with the board; ensuring that regular contact (phone and face to face) was scheduled in with the offeree.

Testimonial from the placed candidate:

“My experience with Collingwood Executive Search has been positive from the start. The initial communication was not excessive but was enough to spark my interest in the role. All my discussions with Mark have been very supportive and honest and he has a knack of making you feel like you are the only candidate.

Mark had prepared information on the role and the company and shared this at each stage. His in-depth knowledge of what was required, certainly helped me tailor my conversations and discussions during interviews.

Mark kept in touch throughout the process and gave good advice and feedback pre and post interviews. This has also continued now I have taken on the role. Mark is always there if you need him but never hounds you so makes you feel very comfortable contacting him.”