Measured outcomes and credentials
Selected results from earlier work led by CapThrive’s Principal. The examples are anonymised by sector.
Software and digital services
220 to 78 days
Project lead time fell from 220 to 78 days. Labour per project fell from 64.4 to 28.8 days, more than doubling capacity. First-pass yield rose from 68% to 94%, the cash-flow cycle improved by 3.8 months and cost of goods sold fell by 55.3%. Together, these changes formed part of a wider business turnaround.
Enterprise Ireland-supported engagement led by CapThrive’s Principal.Postal and parcel logistics
33%
Sorting capacity increased by 33%. Three shifts were reduced to two on first- and second-class parcels at a major UK hub.
Multi-site continuous-improvement leadership programme.Financial services
1.71 days
Approval time fell from 5.1 days to 1.71 days. The work released 33 hours per week and improved loan-processing capability by 30%.
Documented operational-improvement programme in financial services.Utilities and customer service
98%
Customer journey management work reduced lead time by 98%, with £1.7 million in savings.
Multi-site customer-journey improvement programme.Advanced materials manufacturing
22%
Advanced statistical improvement work increased yield by 22%.
Advanced statistical improvement project.Pharmaceutical supply chain
£122m
Material-loss analysis identified the principal causes of loss and supported a £122 million cost-avoidance plan.
Specialist analysis within a wider client improvement programme. The figure was a cost-avoidance plan, not a realised saving.Aerospace capability
UK + DE
Lean coach development was delivered across multiple UK and German sites, including co-development of the Lean boot camp.
Multi-site lean coach-development programme in the UK and Germany. This is a capability credential, not a financial result.
Principal
Eoin is the founder and Principal of CapThrive Partners. He works with leadership teams to improve operational performance and build the management capability needed to sustain it.
He began his career in materials and process engineering with AlliedSignal/Honeywell. He later worked with Howmedica/Stryker and Guidant/Boston Scientific in engineering, quality and operations roles. He qualified as a Six Sigma Black Belt at AlliedSignal/Honeywell and trained as a Toyota Production System Kaizen Team Leader.
Eoin was a senior consultant with Geneo Consulting and a consulting project manager with SI Associates. His work since has covered manufacturing and service organisations in Ireland, the UK and Europe.
He holds a BSc in Materials Science and a Diploma in Training and Education. He is Chair of the Operational Excellence Association of Ireland.
Client perspectives from previous engagements
Selected feedback on work led by CapThrive’s Principal before the CapThrive brand was established.
“Eoin was hired as a consultant to identify the principal reasons behind the loss of material in our supply chain. His approach was highly personable and pragmatic, and his work significantly advanced our understanding of our manufacturing processes. His work has now become the bedrock of future improvement work in our manufacturing facility.”
“I got to know Eoin through a Rolls-Royce Lean Coach Development programme. The team learned a lot. Eoin's deep and broad Lean knowledge, enthusiasm and practical approach to implementing and coaching Lean in the real world were a great experience for me. He is also very humble and fun to work with.”
“The programme is logical and simple to understand. If embedded in an organisation, it can yield great results. Not only do the results get better, but people are more engaged and happier, so everyone is a winner.”
“Eoin was a truly inspirational trainer. It was not only his knowledge of Lean, but his whole approach to bringing your focus into the room. It was a unique experience that gave us practical continuous improvement skills together with guidance on humility and respect for all.”
“Eoin has an unparalleled understanding of Lean and an outstanding ability to teach it. The improvements in quality and consistency achieved through the work continue today, and continuous improvement principles still form the foundation of how our teams interact and grow.”
A useful first conversation
Tell us what the business is trying to achieve and where the operation may be limiting progress. A focused conversation can clarify the opportunity, the evidence needed and the most useful next step.
Discuss an operational opportunity