Change and Transformation in the Private Sector
Through a fundamental operating model transformation, Sharing in Growth helped AML evolve into a scalable advanced manufacturer, securing over £125m in contracts and strategic investment to support long-term aerospace growth.
Advanced Manufacturing (Sheffield) Limited (AML) has transformed its operating model to become a scalable advanced manufacturing enterprise capable of supporting global aerospace supply chains and securing strategic investment.
Founded out of the Advanced Manufacturing Research Centre (AMRC), AML built its reputation solving complex manufacturing challenges and translating advanced research into industrial applications. The company developed deep technical expertise across aerospace, energy and defence sectors.
By 2021, success had created a new challenge. Customer demand was increasing and opportunities to reshore manufacturing work back to the UK were emerging. Yet AML’s operating model remained rooted in its research heritage – flexible and expert-led but not structured for repeatable production at scale.
Recognising that future growth, long-term contracts and external investment would require greater organisational maturity, AML partnered with Sharing in Growth to deliberately evolve its operating model.
A structured diagnostic identified a key constraint: development activity and production manufacturing were operating within the same model, creating tension between flexibility and repeatability.
The solution was a dual operating model separating development and production activity. Development areas retained the flexibility required for experimentation and innovation, while a dedicated production environment introduced disciplined manufacturing processes, visual performance management and structured problem solving.
Within this environment, a showcase production cell demonstrated how operational discipline could coexist with highly complex machining operations. Cycle times were reduced by 60%, internal rejects fell by 75%, and the improvements enabled robotic automation and lights-out machining.
Alongside operational improvements, AML strengthened leadership capability and governance systems. New management roles were introduced, structured performance routines were embedded, and a formal Sales and Operations Planning process provided up to 18 months visibility of production capacity and demand.
The results have been significant. Between 2021 and 2025, turnover increased by 138%, rising from £4.5 million to £10.7 million, while profit before interest and tax increased by 94%. Headcount grew from 56 to 88 employees and value-add per person increased by 42%.
Operational capability expanded at the same time. AML’s manufacturing footprint increased from 23,000 to 35,000 square feet, with further expansion planned to 51,000 square feet. The number of machines more than doubled from 11 to 24.
The strengthened operating model enabled AML to secure more than £125 million of contracts, including long-term agreements with Siemens Energy and Rolls-Royce, while around half of the order book now reflects reshored UK manufacturing.
Reflecting on AML’s development, Will Smith, Head of Commodity Management at Siemens Energy, said:
“When we first worked with AML they were a relatively small and unknown start-up. Today they are a far more mature business with strong foundations and a team that has earned the trust of its customers and proven its credibility in production.”
AML’s strengthened capability ultimately enabled strategic investment from Walsin Lihwa, which acquired a 38.8% stake in the company in 2025 as part of its global aerospace manufacturing strategy.
Today AML operates as a scalable advanced manufacturing enterprise, combining research-driven innovation with disciplined production capability and positioning the business for sustained growth in global aerospace supply chains.
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