Creating clarity and alignment for an international Chemical supplier.
- Cube Thinking team
Roemex is an international energy service company that designs, manufactures and supplies speciality chemicals to the global energy sector. Headquartered in Aberdeen, the privately owned business has been operating for over 40 years and supports clients across oil and gas, offshore energy and emerging renewable markets
The challenges
The business was experiencing fast growth, but still operating as a busy small company where operational demands regularly took priority.
Although a strategy had previously been created, it wasn’t being actively used. It sat in a folder rather than being integrated into the company’s regular management discussions and decision-making.
This created several challenges:
- Strategic priorities were often deprioritised in favour of operational work
- Managers lacked a clear structure for tracking progress against company goals
- There was limited alignment between the growth strategy and the day-to-day activity
- The business needed a clearer focus and accountability as it continued to grow
After a recent MBO, next phase growth is ambitious and will require focus, accountability and regular performance reviews of the growth plan to ensure the company is on track and continues to be successful.
The leadership team therefore wanted to introduce more structure so managers could take ownership of clear goals and work towards a shared direction.
Simone Barnett, Lead Consultant and Partner at Cube Thinking, facilitated a structured programme of strategic development and implementation across the business.
Key areas of work included:
- Business growth strategy facilitation to clarify priorities and direction
- Introducing a management reporting structure to support accountability
- Implementing 90-day planning cycles to break strategy into actionable steps
- Effective Internal and External Communications strategy through MBO
- Developing a sales and marketing strategy aligned with business growth goals
- Supporting the implementation of processes for a new CRM system
- Introducing regular sales and marketing meetings to improve coordination and momentum
- Supporting the recruitment of a new Digital Marketing Coordinator and development of the marketing strategy, bringing the marketing inhouse, an integral part of the growth plan to drive customer engagement, growth and retention.
A key focus was ensuring the strategy became part of the company’s regular management routines rather than remaining a standalone document.
The results
While it is still early to measure long-term growth outcomes, the business has already seen meaningful operational improvements.
Key outcomes include:
- A clearer company direction across the organisation
- A strategy structured into four pillars, each with defined goals
- Managers now have clear objectives aligned with the strategy
- Improved engagement from the management team
- Strategy now sits within the company’s ongoing planning and reporting processes
- Ongoing investment in people and continuous improvement