Operations
Operating Leadership & Post-Conflict Turnaround
Resume-backed operating story from co-founding and managing a consumer goods manufacturing company, including growth, procurement, pricing, operations, cost discipline, and post-conflict business recovery.
The problem
After a two-year conflict-forced shutdown, the business faced simultaneous pressure: cash was constrained, supplier relationships had deteriorated, the market had moved on, and the team needed to be rebuilt from near zero — with no external funding and no guarantee of recovery.
The approach
Built a 90-day recovery roadmap. Week one: stabilise cash and identify the critical path. Weeks two to four: renegotiate supplier terms from a position of relationship equity, not financial strength. Months two to three: restore production rhythm, rebuild distributor trust, and re-price against changed market rates. Managed all of this as a working GM — not as a consultant issuing recommendations.
The outcome
Identified 18% in structural cost savings through operating redesign — contributing to a broader 37% total cost reduction across the turnaround. Restored 85% of pre-war market share within three months. Rebuilt operations from shutdown to full rhythm without external capital.
Business value
Demonstrates the ability to manage a real turnaround under resource constraints — not a case study, not a simulation. The operating judgment, cost discipline, and stakeholder management required in this situation translate directly to strategy consulting, corporate development, and operational transformation work.