Restructuring a European leadership team

In July 2021, LCap was engaged by a leading European Investor to help assess the leadership structure of a European division within an international industrial manufacturing company in Europe (headquartered in United States). The business is a Global leader in the Energy to Waste Space, focussing on sustainability to offer their customers and communities world-leading, end-to-end materials management solutions.

By: Sam R

07/09/2021

1 minute and 30 seconds


In July 2021, LCap was engaged by a leading European Investor to help assess the leadership structure of a European division within an international industrial manufacturing company in Europe (headquartered in United States). The business is a Global leader in the Energy to Waste Space, focussing on sustainability to offer their customers and communities world-leading, end-to-end materials management solutions. The European division required reorganisation to ensure the successful execution of their value creation plan.

The key questions the client was looking to answer included:

  • What does good leadership look like in similar businesses across the competitive marketplace

  • What does the leadership team operating within the division look like today?

  • What is optimal leadership given the specific context and what changes should be made in order to optimise the team for success as a standalone entity

The business was a private capital business owned by the US, predominantly operating in the US, but with a European arm. The European arm was in growth phase, whereas the US was in an operational effectiveness phase, resulting in a slight mismatch of value creation plan between the businesses. The European CEO and LCap were engaged to build and optimise their organisational structure, analyse existing structure and identifying gap analysis to deliver potential exit.

The process was broken down into two stages; stage one was to analyse the existing leadership team looking at strengths, development areas of the existing team and feeding back directly to them etc; stage two was to look at how to optimise the existing team, with coaching support and where additional hires would be needed to optimise the leadership structure to deliver the strategic objective.

The outcome of the optimisation report led to the successful restructuring of the senior leadership team and sustained value creation growth.

Latest insights & impact pieces