Experience

BNL (UK) Ltd

• United Kingdom
• Industrial Machinery Manufacturing
• 1 - 100 Employee

• Group Supply Chain Director

  • Jun 2022 - Present

• Group Supply Chain Manager

  • Mar 2016 - Jun 2022

  Specialists in the design of bespoke plastic bearing solutions, BNL provide precision plastic injection moulded products for a broad range of sectors including automotive, security cameras, ATMs and poultry wheels. The global sales offices based in USA and Japan are supplied by the manufacturing headquarters in Knaresborough, UK and the sister production plants in Thailand and China.

• New Product Manager

  • Jan 2014 - Mar 2016

• NPD Project Manager

  • Sep 2012 - Dec 2013



Cornelius

• United States
• Food and Beverage Services
• 300 - 400 Employee

• Production & Process Planning Engineer (Supply Chain Planning & Operations Management)

  • Jan 2012 - Sep 2012

  Part of IMI Plc, a FTSE 100 company specialising in engineering solutions for various global platforms. The Brighouse site is a 70,000 sq. ft. facility purpose built in 1999 for the manufacture of drinks refrigeration and dispense equipment with an 80% unionised workforce and 80 FTEs on site.IMI Plc accredited with Investing in Integrity charter mark in 2012 demonstrating the successful implementation of the IMI Way, the code of responsible business. As an IMI Way Star, the voluntary role involved:• Site representative and point of contact for all IMI Way queries and advice.• Successful delivery of annual IMI Way training to all employees across all functions.• IMI Way inductions for new starters.Responsible for a team of 45 FTEs manufacturing all cooling and dispense products at the Brighouse facility. • S&Op – capacity, labour & production planning based on fixed & long-term forecasting, current order book and financials. Interrogation of forecast model and commercial input.• Lean manufacturing – management of twenty fixed product, u-shaped manufacturing cells for £15m business unit including quality, output and cost. 6S champion and project lead for implementation of 6S programme.• Kaizen (continuous improvement) – support total factory transformation project from fixed product, u-shaped cells to mixed model, flexible cells by leading Six Sigma activities including SIPOC, 6S and site communication. Implementation of improved communication processes including cell notice boards, town hall talks/briefings and cross-functional problem solving teams.• Reporting – site KPIs inc. headcount, efficiencies, inventory and delivery performance. Achievements• Reduced run rate of overdue customer orders from approx. £30k per month to <£10k per month. Zero overdues for two months running for the first time in the new facility’s history.• Development of TAKt time production planning system to assisting in the reduction of finished goods stock levels.

• Projects Manager

  • Dec 2010 - Jan 2012

  • Supported Technical team with new product introductions over multiple new product lines and projects for top ten customer accounts using Toll Gate toolkit and Prince 2 practices; generating additional revenue of over £250k in year one.• Led key elements of product development including design review, FMEA, commercial discussion and project reporting.• Project management of in-sourcing of multiple product lines from external sources including implementation of lean production cells.

• Quality Coordinator

  • Sep 2009 - Dec 2010

  • Customer complaints – handling of all customer complaints and warranty issues from initial customer contact through to resolution.• Supplier defects/CAR system – implementation of a robust supplier defects process to financially protect IMI against losses for receipted faulty goods. Development and implementation of single UK database for handling of all quality issues across three sites.• P/L and cost reduction for warranty costs.• Creation and maintenance of Quality Cells online portal for information and mass communication purposes for all employees.Achievements• Reduced customer complaints by half from previous year through introduction of 8D investigation throughout the UK.• Reduced warranty costs by c. £85k in year one (50% reduction) through customer complaint containment and resolution and consolidation of warranty terms and conditions through Commercial team and supplier relationships.• Introduced 8D investigation with suppliers for faulty components including hosting training days and external supplier development activities. Over 200 issues handled in first year of implementation preventing over £1m of lost stock.



Michael Page

• United Kingdom
• Staffing and Recruiting
• 700 & Above Employee

• Recruitment Consultant

  • Jun 2008 - Aug 2009

  Market leading blue chip recruitment organisation specialising in a number of disciplines including finance, sales, engineering & manufacturing and procurement & supply chain. Non-commission based and meritocratic environment employing c. 5,000 people across 163 offices in 27 countries. • Candidate management – expectation management through telephone, interview, coaching, feedback. • Client account management – face-to-face and telephone management, influencing and negotiation. • Budget management – revenue generation, P/L, customer service and debt management. • Recruitment campaigns – advertising, candidate sourcing and networking, interview and offer management. • Managing KPIs and successfully hitting or exceeding daily, weekly and monthly performance targets. Achievements: • New client wins to secure national business agreements across two disciplines. • Regularly succeed KPIs to become respected peer and senior consultant with sole responsibility for the South Yorkshire market.



William Hill

• United Kingdom
• Gambling Facilities and Casinos
• 700 & Above Employee

• Team Manager

  • Apr 2007 - Jun 2008

  Blue chip bookmaker with two call centres based in Sheffield and Leeds. • Responsible for a team of up to 30 FTEs accepting incoming client bets and queries.• Team management – performance management, absence and punctuality, coaching and development, grievance and disciplinary.• Call centre management – call flow management, availability management, open and close of call centre, Telephone Betting Advisor recruitment and scheduling availability of Team Managers and Telephone Betting Advisors.• Customer service – solving customer complaints and queries out of hours, handling queries from Telephone Betting Advisors, customer relationship management, bet settlements.• Personal development – attended monthly workshops on exclusive training course, The Academy, including coaching and development, negotiation, leadership and recruitment.Achievements:• Delivered Gambling Commission training courses to senior managers, Team Managers and Telephone Betting Advisors to deadline and with 100% compliance to new gambling laws.• Represented Sheffield call centre in William Hill Expo to launch new business objectives group wide.• Completed in-house pilot training course, The Academy, for selected individuals looking for development and training.• Implemented new structure for managing and allocating operational shifts on Team Manager rota to improve efficiency and call centre response time and abandonments. Rota also incorporated senior managers and operational assistants.• Devised new structure for Operational Help Desk to take the operational telephone hours away from Team Managers, implemented with no disruption to service and allowed increased team sizes, approx 40 per Manager and higher availability of Telephone Betting Advisors.• Developed method of tracking absence and timekeeping instances for whole call centre (c. 300 FTEs) to ensure adherence to performance management requirements thereby improving overall absence and punctuality.

• Telephone Betting Advisor

  • Dec 2004 - Apr 2007

  • Part-time position to supplement income as a student. Primary focus of role was to place bets for customers over the telephone whilst delivering ‘competition beating service’.