Forty plants, forty ways of working. We rebuilt one operating model and got it adopted on the shop floor, not just in the steering committee.

Regional planners were optimising against each other. A single planning layer released cost without a single depot closure.

Margin pressure was treated as a cost problem. It was a referral problem, and the fix was commercial, not clinical.

Four asset classes, four reporting truths. We built one metric tree and the close stopped being an argument.

Every pricing change is a trust exercise. We sequenced it so customers saw the value before they saw the invoice.

Six regions, six calendars, one very tired executive team. The cadence, not the org chart, was the real problem.