Taking $210m out of the cost base while growing capacity.

The situation

Castellan's margins had fallen for five consecutive years as input costs rose and pricing power weakened. Two previous cost programs had delivered savings on paper that never reached the income statement, and the organization had grown skeptical of another initiative.

What we did

1. 01

   A fact base everyone trusted

   We rebuilt the cost baseline from the ground up with finance, so every saving could be traced to the P&L.

2. 02

   Redesign, not cuts

   We redesigned procurement, the plant network, and shared services, rather than applying across-the-board reductions.

3. 03

   Plant-level ownership

   Each plant manager owned their targets, supported by a weekly performance cadence we installed and then handed over.