M&A Technology Transformation

The Challenge

When Essentra sold its international packaging division to Mayr-Melnhof, the new business needed interim IT leadership to ensure business continuity during the handover. This included supporting ongoing M&A activities, maintaining service levels for a global user base, and delivering critical technology changes within tight timelines - all while aligning two very different corporate cultures and systems.

Our Solution

As Interim Transformation Manager, Kevin worked with leadership from Essentra, MM, and external consultants to manage the full technology transition. He led a global ERP support team to deliver short-term tactical projects that met urgent business objectives, while coordinating planning, resourcing, and execution with multiple external consulting partners. Throughout the engagement, he built strong relationships with stakeholders across the new organisation to ensure expectations were managed, priorities aligned, and work delivered on time. Kevin transformed the change management process by shifting from a siloed, site-specific model to a globally aligned structure, centralised for maximum efficiency and business value. He also directed high-impact ERP configuration and replacement projects, a global rebranding of the new packaging division, and core technology migrations covering end-user compute, servers, and applications.

Results Achieved

• Delivered all transition projects within agreed timelines
• Completed technology migrations across end-user compute, servers and applications with minimal disruption
• Successfully executed a global rebrand of the packaging division
• Prepared the IT function for a future ERP replacement programme, aligning the team with new organisational design, overcoming skills gaps and implementing risk mitigations
• Implemented enterprise level IT incident and change management procedures to maximise business value