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I lived through the damage Ron Brierley inflicted the moment he gained real control inside the companies he targeted.
The pattern was always the same: profitable factory sites were sold off as if they were burdens rather than assets, production was split and weakened, and operations were suddenly forced to run out of multiple scattered locations that had never been designed for such strain.
What had once been efficient and coherent businesses were left with throttled capacity and duplicate staffing — two site managers where one had long sufficed, doubled overheads, fractured workflows and no strategic justification beyond the quick cash he could pull from undervalued freehold real estate.
Brierley and ACT are they joined at the hip
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