In this episode of the Strategy Thinkers Podcast, I speak with Peter O’Sullivan, Chief Executive of Penspen and Executive Committee Member at Sidara.
Peter began his career as a mechanical engineer, moved through consulting and entrepreneurship, and has led Penspen through industry cycles while building a culture that delivers.
We discuss how the business stabilised during the 2014–2016 downturn, rebuilt the pipeline, and used data and discipline to improve profitability.
In this conversation, you’ll learn how he:
☑️ Reset the operating model with timely data, tighter controls and a stronger bid discipline
☑️ Chose where to play, exited unsustainable regions, and focused scarce talent on advantaged markets
☑️ Treated strategy as horizon bets that compound, including early positioning in hydrogen and carbon capture
☑️ Embedded continuous improvement and a values-led culture so execution keeps pace with ambition
For senior leaders balancing core performance with new growth, this is a practical look at strategy that works in the real world.
How do you turn a sprawling conglomerate into a focused value creator with sustained cash returns? I put that question to Simon Pryce, CEO at RS Group Plc and former CEO of BBA Aviation and Ultra Electronics. We focus on his BBA Aviation journey and the move from financial e ngineering to strategic advantage and scale.
In this conversation, you’ll learn how he:
☑️ Created a clear reason for change and involved hundreds across the organisation to build momentum
☑️ Made portfolio choices using risk-adjusted value and reallocated scarce talent to where it mattered most
☑️ Shifted from site P&Ls to a network logic at Signature, standardising service and unlocking scale
☑️ Led with inquisitive challenge, practical implementation and managed risk taking, including raising fresh equity to consolidate the market
🎧 For senior leaders working on transformation, portfolio focus or scale, this discussion connects strategy to execution in plain terms.
How do you turn a sprawling conglomerate into a focused value creator with sustained cash returns? I put that question to Simon Pryce, CEO at RS Group and former CEO of BBA Aviation and Ultra Electronics. We focus on his BBA Aviation journey and the move from financial engineering to strategic advantage and scale.In this conversation, you’ll learn how through high performing teams he:☑️ Created a clear reason for change and involved hundreds across the organisation to build momentum☑️ Made portfolio choices using risk-adjusted value and reallocated scarce talent to where it mattered most☑️ Recognised enhanced value opportunity through network extension, service consistency and scale☑️ Led with inquisitive challenge, practical implementation and managed risk taking, including raising fresh equity to consolidate the market🎧 For senior leaders working on transformation, portfolio focus or scale, this discussion connects strategy to execution in plain terms
In this episode of the Strategy Thinkers Podcast, I speak with Giovanni Ghisetti, Head of Global Business Development at Diageo and formerly Global SVP M&A at Ferrero. Giovanni led more than €9bn of acquisitions, taking Ferrero from a European chocolate leader to a global player in sweet snacking.We spoke about what it takes to build M&A as a capability and how to make it work in practice. Giovanni is open about failure, about culture, and about the scale effects that only appear with patience.Key lessons from our discussion:✅ A $100m acquisition was initially chosen to embed learning. It led to market leadership and the following $10Bn of acquisitions ✅ Growth synergies create lasting value; cost savings do not✅ Scale economics matter — profitability shifts only once revenue passes ~$2bn in the food and beverage market in US✅ Culture and trust decide whether integration succeedsFor senior leaders thinking about scale, acquisitions or growth, this conversation offers lessons that go beyond theory.
