Change and Transformation in the Private Sector
With Sharing in Growth’s expert coaching and hands-on support, Sheffield-based precision machinists Maher Limited underwent a cultural and operational transformation – unlocking new capability, building high performing teams, and establishing itself as a trusted, strategic supplier in the aerospace sector.
Maher Limited, a respected stockholding and machining company in Sheffield, had ambitions to grow their presence in the aerospace industry through recognition of their precision machining expertise. However, the journey ahead was steeped with challenges. A burning ambition but unclear roadmap to success, inefficient internal processes, and a workforce hungry for new skills stood in the way of their aspirations. Then, the pandemic struck, disrupting operations and creating urgency for change. At a critical juncture, Sharing in Growth (SiG) stepped in to help Maher embark on a full-scale business transformation. The results were extraordinary: a 7700% increase in profit, turnover growth from £15.6M to £27.4M, and a forward order book surge from £5.4M to £19.1M.
In 2021, Maher partnered with SiG, knowing change was necessary but unsure how to execute it. SiG’s transformation approach centred on defining a clear vision, aligning leadership, and embedding a high-performance culture. Expert coaches were integrated within Maher’s teams, fostering accountability and guiding them through structured strategic planning. The goal was to shift from reactive decision-making to a proactive, data-driven approach, empowering employees to align their daily work with company objectives.
A key driver of success was the implementation of operational ‘lighthouses’—targeted improvement areas showcasing best practices and performance benchmarks. These hubs of efficiency increased employee engagement to 84% in key production cells. Data-driven decision-making became a priority, with statistical forecasting models improving inventory management, reducing stockholding by £1.5M, and enhancing cash flow by £400K.
SiG revolutionised Maher’s Sales & Operations Planning (S&OP) by introducing a structured framework, bringing sales, production, and finance together for aligned business priorities. Previously, Maher’s planning was siloed, leading to inefficiencies. The new model introduced a rolling 12-month demand plan, allowing for proactive scheduling and resource allocation. This forward-thinking approach ensured Maher could anticipate customer needs and scale efficiently.
Alongside operational advancements, SiG launched a Team Leader Academy to develop leadership at all levels. First-line managers were trained in problem-solving, communication, and decision-making, ensuring employees were equipped to drive change. One-on-one coaching reinforced these skills, embedding a culture of continuous improvement. Employee engagement surveys tracked progress, revealing a tangible increase in morale and commitment to transformation.
The impact of Maher’s transformation went beyond financial metrics. Aerospace revenue grew from 7.5% to 20.8%, and machining expanded from 35% to 49% of total business. The company secured long-term agreements, increasing financial stability and customer confidence. Right-first-time manufacturing rates reached an industry-leading 99%, improving customer satisfaction and operational efficiency.
Reflecting on the journey, Maher’s Managing Director, Donna Saul, noted: “SiG provided the coaching and governance needed to build a high-performance team and achieve our ambitious goals.” Employees echoed this sentiment, citing professional growth, improved leadership presence, and a newfound confidence in decision-making.
This success story stands as a testament to the power of cultural and operational change—driving sustainable growth and resilience in a dynamic industry.
View the Sharing in Growth profile in the MCA Members Directory.