NED Recruitment for a Specialist Aerospace Manufacturer

Overview

The client needed a non-executive director to accelerate growth strategy and diversification, bringing a credible network with primes and tier 1 suppliers.

The NED was expected to validate options, sharpen positioning and institute clear board and executive cadence.

In the short term, the brief focused on prioritising programmes, tightening bid or no bid discipline, and strengthening key account management.

In the medium term, the remit expanded to targeted diversification into defence programmes, margin improvement and supply chain resilience under security and export control constraints.

In the long term, the goal was to move up the value chain, build partnerships higher in the supply chain and explore international expansion with disciplined risk management.

We ran a discreet, fast, headhunter led executive search that was precision manufacturing focused, not a generic agency process, and designed to deliver immediate strategic value.

Sector and role context
• The Client is a precision manufacturer in the aerospace and defence supply chain.
• Work is low volume and high mix with long qualification cycles.
• Security and export control matter.
• Customers push on delivery, quality and cost.
• Role scope. Shape growth strategy and diversification choices.
• Set pricing and bid or no bid discipline.
• Support new product introduction and production ramps.
• Open doors at primes and tier 1 customers.
• Coach the CEO and executive. Keep focus and pace.

Success profile
• Board ready leader from precision manufacturing.
• Senior experience with primes, tier 1 or scaled tier 2.
• Deep network across target customers and platforms.
• Evidence of opening doors and landing work.
• Track record shaping and delivering growth plans.
• Strong commercial judgement. Clear on where to play and how to win.
• Practical and hands on. A constructive critical friend.
• Independent with time capacity and no conflicts.
• Ready for security and export control.
• International partnership experience was a plus.

Pipeline and pace
• 50 leaders identified.
• 45 engaged confidentially.
• 6 shortlisted.
• 2 weeks to shortlist.
• 4 weeks to appointment.

How we built the shortlist and added value

• We co-created a value creation brief with the Chair and CEO.
  • Year one outcomes, KPIs and cadence were defined.
  • We mapped primes, tier 1 and top tier 2 across relevant platforms.
  • Targets included commercial, programme and key account leaders with precision machining and assembly exposure.
  • A judgement case tested thinking. Candidates critiqued growth options and set a 90-day plan.
  • First calls and account plans were specified and challenged.
  • Networks were validated with discreet OEM and tier 1 references.
  • We checked independence, conflicts, time capacity and security fit.
  • Terms, time and committee scope were benchmarked and advised.
  • We coached on board dynamics, evaluation criteria and interview structure.
  • Chemistry sessions and real-world scenario discussions were run.
  • The search stayed discreet, fast and rich in choice.
  • This was strategic headhunting, not agency CV forwarding.

Outcome and impact
• A strategic and commercial NED was appointed.
• They had senior experience higher up the supply chain.
• Their network opened doors with target primes and tier 1.
• Early impact. A focused strategy reset refined diversification priorities.
• A low return option was stopped.
• Senior meetings were secured at two target customers.
• Positioning and next steps were tested with live feedback.
• A simple bid or no bid and key account rhythm was set. The executive now owns it.
• The CEO and Commercial Director were mentored. Board focus and decision speed improved.
• Client verdict. Praised shortlist quality, sector depth, pace and immediate value.
• Fees were justified by deep market mapping, structured case assessment, stakeholder referencing, independence checks and hands on board coaching.

Final thoughts

Results arrived surprisingly fast. Diversification choices were sharpened.

A low return option was halted. Senior meetings with target customers were secured.

In parallel, a simple bid or no bid process and a key account rhythm were embedded and are now owned by the executive, while board cadence improved through focused mentoring for the CEO and Commercial Director.

Altogether, this was strategic headhunting for aerospace and defense precision manufacturing and non-executive director hiring that delivers growth.

For precision manufacturers seeking a strategic NED or board advisor to scale, diversify and move up the value chain, we can help.