Following a management buyout, a specialist subsea engineering business based in Aberdeen embarked on an ambitious growth strategy.

At the time of the MBO, the company employed fewer than 20 people. Leadership recognised that to scale sustainably and compete for work with major energy operators, the business needed a solid operational foundation — one built on clearly defined, repeatable, and auditable processes. Without documented processes in place, the business faced barriers to achieving internationally recognised quality certifications and to securing placement on customer approved vendor lists — both essential prerequisites for winning significant contracts in the subsea sector. The challenge was to create that foundation quickly, without disrupting the day-to-day demands of a growing business.