V12 is a successful family-owned company manufacturing and selling hardwearing safety footwear around the world. But after developing a range of award-winning boots and shoes, and growing to a mid-tier size, the business began to plateau. Higher growth targets seemed elusive. The company were ambitious, but growth had stalled. A frustrating time for all involved.

It was at a business talk at the beginning of 2019 that George Turner, Operations Director of V12, met Deri Llewellyn-Davies, Founder of BGI. Andy Turner, CEO of V12, then also met with Deri, and together they learned about the need to have the right business structure in place in order to achieve their aims and build value.

In discussions with V12, it became clear that there were issues around corporate governance. By putting in place the right brand and corporate structure, while respecting and reinforcing the family tone, it could lay the foundations for implanting the strategy to take V12 forward. The key was to give clarity by ensuring that each board member had a clear role and responsibility within the group. This was done in a collaborative way, respecting the views of everyone on the board, and the company values.

The steps were: structure, strategy and then strategy implementation. If V12 Footwear were to re-engineer for growth, the key was to give people the right opportunity within the organisation, so that they not only enjoy their role but bring value to the business.

By putting the right board structure in place, V12 not only has clarity they also have confidence going forward to generate value. The sales pipeline is strong, and V12 recently had its best-ever sales month, with the company on track to reach its turnover target. As Andy Turner, CEO, said: “Never in twenty-one years have I had such a good feeling going forward.”