Case Study

Hunt Graham, Corac Group PLC

Hunt Graham, Corac Group PLC (Design and Manufacturing of Heat Exchangers)
Type of Support
Growth Transformation Strategy Development
Managing Director
Business Transformation, Business Development, Post-Acquisition Integration, Strategy
Oil & Gas, Chemical Processing
Geographical Remit
UK, Middle East, Europe, North Africa, Far East
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


Following acquisition, the business needed to be integrated into the Corac culture. Sales processes produced untailored quotes in response to enquiries, with minimal success at low margins and unquantified risks. Communications between management, sales, design staff and the unionised shop floor were very poor. Overseas agencies were not managed and had very low success rates. With a rapidly decreasing order book, there was no plan to recover the situation. Six weeks into the assignment, when the business lost the MD, Finance Director and Sales Manager, I took over the role of Interim MD, and had to recruit and integrate a new management team.


It was crucial to identify key accounts and implement new processes to deploy the company’s limited technical resources most effectively and drive repeat valuable business.

After targeting signature projects proactively, we began to win higher-value projects and improved our win ratios.

I completed a review of overseas agencies, met with each of them and repositioned our relationships.

In order to maximise design and drawing office resources, we severely culled the unqualified sales pipeline and professionally addressed the high-value, high-probability opportunities.

By developing existing relationships with third-party engineers and EPCs, the company came to be selected as a supplier for major projects.

We raised awareness of Hunt Graham further through a targeted marketing programme supported by new operational promotional materials. 


Under the sales recovery strategy agreed by the Board, I identified and led major bids, closing deals that increased the average order value in all business streams by between 150% and 400%. Through targeted opportunity management we doubled the company’s overall order book year-on-year.

Rebuilding relationships with our overseas agencies resolved concerns about their/our performance.

We achieved approved supplier status with top-tier oil and gas clients, technical intermediaries and compliance organisations.

The new permanent management team we integrated into the business embedded the new culture, transforming communications at all levels, so that shop floor employees were instrumental in the business transformation.