Robert Curwen

Strategic and execution-oriented leader with 30+ years of experience spanning private equity, management consulting, and operational leadership: 18 years in private equity across both fund and management roles, 7 years in consulting and 6 years in oil & gas. Deep expertise in value creation, operational transformation, and performance improvement across consumer, energy and process industries, healthcare and industrial sectors. Recognised for delivering value creation, driving complex change, and partnering closely with management teams to accelerate growth, strengthen operations and improve profitability.

Chief Operating Officer – The Irish Bread Company (Sales €100m, EBITDA €5m, PE Backed)

2024 – Present, Dublin

Group COO responsible for 2 manufacturing sites, Supply Chain, EHS, Quality, Production and Logistics.

• Delivered €7m synergy integration and transformation programme through sales growth, route-to-market consolidation, logistics integration, SKU rationalisation, production transfers and centralised procurement.
• Implemented an operational transformation reducing production labour by 20% and despatch labour by 18%.

2015 – 2025, London

Operated across the full investment lifecycle, from diligence through value creation and exit. Partnering with deal teams, Chairs, and management teams to deliver hands-on value creation and exit outcomes across the portfolio. Selected portfolio experience:

Rudi’s – Colorado-based Organic & Gluten Free Food Manufacturer

• Appointed as interim COO to stabilise performance and drive rapid EBITDA improvement.
• Restructured the team; embedded disciplined operating cadence, KPIs and cost control.
• Reduced production labour by c.30%, waste/giveaway by c.50%. Restructured warehousing and logistics, lowering costs 19%, reduced inventory 36% and secured 10% ingredient-cost savings
• Launched new product line and expanded gross margin from 16% to ~40% in under twelve months.

• Led value creation plan focussed on US growth, global supply chain optimisation, and ESG.
• Designed and executed transition from single UK manufacturer to a multi-regional footprint (Europe, Asia, North America), reducing landed costs by 25% and materially cutting sea-freight exposure.
• Delivered 30% polymer savings and 20% packaging cost reduction.
• Expanded gross margin from 55% to 70%. Exit delivered 2.8x MOIC and 35% IRR over a three-year hold.

• Played a key role post M&A transforming the business from a UK-centric restaurant chain into a global, multi-channel branded food platform.
• Turned UK, US and Canadian manufacturing from loss making to £7m EBITDA contribution.
• Established global procurement initiatives generating £6.5m savings. Exit achieved 2.3x MOIC.

• Supported an operational turnaround, from loss to €8m EBITDA.
• Recruited new management team, improved products, rationalised SKUs, invested in automation, digital marketing, strengthened sourcing and supported expansion into North America.

• Led value creation focussed on international expansion, M&A and technology transformation.
• Exit delivered 3.5x MOIC and 45% IRR over a four-year hold.

• Supported value creation initiatives across digital marketing, warehouse productivity, pricing and working capital delivering an exit at 3.1x MOIC and 35% IRR over a four-year hold.

Chief Operating Officer – Angus International Safety Group (Sales: £100M, EBITDA: £12M, PE backed)

2013 – 2015, Lancaster

Promoted to global COO within six months. Responsible for four manufacturing sites (UK, USA, France), EHS, Supply Chain, R&D.

• Consolidated US manufacturing footprint; built new chemical plant at existing North Carolina site, closed Pennsylvania site, delivering $1m annualised savings and $2m land sale proceeds.
• Rationalised chemical product portfolio from 360 SKUs to 52 core formulations; led global R&D, supply chain and regulatory approvals and product launch across all global markets.
• Delivered 15% savings through global sourcing initiatives.

2008 – 2013, London

Promoted within six months to transform a low-impact function into a core driver of operational and strategic value creation. Built LDC’s first structured Value Creation Plans and partnered with deal teams, Chairs and management to prioritise, align and execute. Led interventions from enterprise-wide transformations to focused functional upgrades:

ComplEat Food Group – Leading Supplier of Speciality Foods

• Led the value creation plan with a focus on sales growth supported by improvements in key account planning, working capital, capacity expansion and operational efficiency.
• Outperformed the business plan and enabled an exit after a 22-month hold, delivering 2x MOIC and 52% IRR.

• Drove projects in pricing, lean services, and procurement, delivering a 10% EBITDA improvement.
• Refined market strategy and restructured the sales force, expanded via M&A to extend product range, penetrate hospitals and enter the care home market. Supported a successful IPO at 3.6x MOIC and 30% IRR.

• Led value creation plan, delivering improvements in sales, manufacturing, procurement and a turnaround of the healthcare division. Exit achieved at 2.2x MOIC and 44% IRR over 2 years.

• Led value creation plan, focussed on a buy and build strategy with 9 acquisitions, salesforce effectiveness and investment in core infrastructure to improve operational and commercial performance, delivering 3x MOIC at exit.

2005 – 2008, UK, Europe, USA, Australia

Delivered performance improvement, turnaround and due diligence projects for private equity backed and industrial clients across oil & gas, chemicals, healthcare, medical supplies, food, packaging and industrials sectors.

Manager – Kearney

2000 – 2005, UK, Europe, USA, Asia

International consulting engagements, delivering significant cost savings and operational improvement (oil & gas, chemicals, power, transport)

Project Leader – Halliburton (Brown & Root)

1993 – 1999, UK, USA, Norway

• Post-Merger Integration Leader (Halliburton/Dresser): Delivered $50 million in synergies.
• Seconded to the British Embassy (Norway): Advised Foreign Office/DTI on industrial strategy.
• Executive Assistant/Business Analyst: BU performance, financial and market analysis.
• Senior Project /Mechanical Engineer: engineering, procurement and offshore construction projects.

• MBA, Cranfield School of Management (Top Quartile)
• Chartered Engineer (CEng), Institution of Mechanical Engineers
• BEng (Hons) Mechanical Engineering, University of Exeter