“We’re not going to stop” – James Cropper’s commercial transformation sets the tone for British business success

James Cropper’s stunning turnaround is all the more extraordinary given the many challenges facing businesses across the world in today’s market, ranging from rising energy costs to supply chain issues and labour shortages. The growth of the Lake District-based operation makes it a uniquely British success story, representing a beacon of hope for manufacturing businesses aiming to adapt and thrive in an evolving market.

According to Paul Barber, this is just the first step in an ambitious five-year plan that begins, rather than ends, with the spectacular change in its fortunes. “The turnaround was never the destination,” he said. “I want this business to be one of the leading paper and packaging companies in terms of EBITDA. Everybody’s bought into that plan, and each of our departments is starting to activate it.”

“The journey has been quick, and it will continue to be.  We’ve created stability through the business in terms of revenue, operations, and our customer base. We’re a long way from being perfect, but now, if you put a challenge in front of us, we have the foundations in place that enable us to deliver.”

As part of a wide-ranging shake-up, the company has undergone a cultural and operational shift, implementing new decision-making processes, risk management systems, and stepping up its continuing investment in manufacturing technology.

“We’re not looking at today’s capabilities; we’re looking at where we need to be in 10 years. Our heritage is important, but so is embracing new things and blending them with what worked in the past,” Paul added.

The company has also made a concerted effort to align its customers more closely with its day-to-day operations, restructuring relationships to be more collaborative.

“I’m a big believer in ‘what’s ours is yours,’ because we’re nothing without our customers,” he continued. “The whole relationship-building process now brings them into the fold, so it feels much more open. Our top customers speak to me personally every week. Taking that layer of middle management out of the business has been the biggest success we’ve had – the response time, decision-making, and understanding are much clearer across the business.”