Case Study

Corac Energy Technologies, Corac Group PLC

Corac Energy Technologies, Corac Group PLC (Mechanical Engineering, R&D)
Type of Support
Business Improvement Transformation
Business Delivery Director
Business Transformation, Programme Management, Business Development, Strategy
Oil & Gas, Industrial Steam Solutions
Geographical Remit
UK, USA, Europe, Saudi Arabia, UAE, Caribbean
Type of Contract


Chris demonstrated the confident self- starter style demanded of a professional interim. He quickly showed the ability to get things done through the motivation and leadership of the teams for which he was responsible. Although he had no prior experience of Manufacturing or R&D environments he was immediately accepted by the senior directors, his peers, and technical specialists because of his confidence and extensive business experience. He quickly grasped the business, technology and cultural issues and identified and resolved problems rapidly. He brought a pragmatism and robust professional challenge which had significant impact on the short and long term success of the businesses which we aim to develop and continue following his departure. My senior staff and I found his guidance and determination to drive the transitional change very valuable to the progress of both the business and individuals’ personal development. His general management guidance and support was of particular value to my MDs and the team of senior project and BD managers. Chris played a major role on my executive management teams and we benefitted greatly from the ideas and recommendations that he brought from other industries. I wish Chris every success in his future roles and would have no hesitation in recommending Chris for future interim or permanent roles at a senior level and feel that he has a natural ability to fit quickly into any team dynamic and also settles well into tackling key business issues which will add significant value to any business that he joins.

Mark Crawford, Chief Operating Officer, Corac Group PLC


There was a pressing need to change the culture of the business from R&D / engineering excellence to delivery of commercially viable engineering solutions for clients’ needs.

Demanding client expectations were not being met as technical solutions were unclear. And multiple projects competed internally for finite resources (funding, design input and management support) without clear priorities and design direction.


As interim director, my priority was to consolidate all change initiatives into a transition plan and rigorously lead and manage the process to initiate the culture change required.

To optimise the Project Management Teams’ performance, I evaluated and restructured the Programme Delivery function.

Additional permanent and interim project managers had to be recruited and integrated in technical teams. Working with the MD and COO, we aligned the allocation of highly technical resources to project teams.

To drive the shift toward delivery led by project management, rather than specialist engineering, we put in place a robust review and reporting process to prioritise new projects. This also managed the activity inflow to avoid resource conflict, as we instilled a culture of inter-departmental collaboration.

Meanwhile, at Board level, I was able to challenge the directors to prioritise the commercial and technical viability of long-term projects, so that some were rationalised in favour of others. 


The Board and all stakeholders endorsed the revised strategy. My recommendations for commercialising projects were agreed and implemented. Projects selected through the new process are meeting client requirements, and running on time and on budget. Team dynamics have greatly improved. Now led by a former project manager, the entire team of project managers, business development and operations managers are motivated to deliver the business plan. Corac Energy Technologies is on track to meet its financial and strategic objectives.