Business Transformation Coach

• Oct 2022 - Present

Interim Plant Manager

• Mar 2022 - Jun 2022

Design and manufacture of valve actuators and gearboxes. Design and manufacture of valve actuators and gearboxes.

Managing Director

• 2019 - 2021

Design and manufacture of equestrian saddles and accessories. Full business financial and commercial responsibility. • Maintained positive cashflow across the three COVID-19 national lockdowns and Brexit. • Reversed a three-year downward trend in profitability through increased labour productivity and material cost reduction. • Delivered all-time-high customer on-time delivery performance achieving zero arrears. Design and manufacture of equestrian saddles and accessories. Full business financial and commercial responsibility. • Maintained positive cashflow across the three COVID-19 national lockdowns and Brexit. • Reversed a three-year downward trend in profitability through increased labour productivity and material cost reduction. • Delivered all-time-high customer on-time delivery performance achieving zero arrears.

Operations Director

• 2015 - 2016

Design and manufacture of power transmission couplings. 70 reporting employees at sites in the UK and China. • Successful transition to M3 Enterprise Resource Planning software platform as the pilot site for Renold. Design and manufacture of power transmission couplings. 70 reporting employees at sites in the UK and China. • Successful transition to M3 Enterprise Resource Planning software platform as the pilot site for Renold.

Division Operations Manager

• 2013 - 2015

Design and manufacture of hydraulic actuation and control systems. 200 reporting employees at sites in the UK, Sweden and Czech Republic. • 20% increase in labour productivity achieved through employee engagement in process improvements delivering highest ever levels of business profitability. • Customer returns and cost of poor quality reduced by over 50% year-on-year through the introduction of non-conforming material controls and effective problem solving. • Customer on-time delivery increased to all-time high levels through improved works order and capacity management controls. Show less

Vice President - Improvement Methods & Capabilities

• 2012 - 2012

Design and manufacture of aircraft landing and braking systems.Member of the multi-national team created following the merger of Messier-Dowty, Messier-Bugatti and Messier-Services to establish a single strategy and operational infrastructure for business improvement.

Vice President Lean-Sigma, UK and North America

• 2011 - 2012

With the VP France & Asia, developed the global business improvement strategy, with direct responsibility for its deployment at 7 sites in the UK, Canada, USA and Mexico.• Improvement Facilitator to 2 Divisional CEOs and 3 Functional Executive VPs.• Developed and implemented a standard Lean-Sigma deployment roadmap establishing common best practices including training, shop-floor control systems and improvement project management.• Achieved total annualised cost savings from improvement activities exceeding €40m during 2011. Show less

Value Creation & Process Improvement Director

• 2009 - 2011

Responsible for the development of operational and transactional improvement processes and capabilities at Messier-Dowty’s UK landing gear facility. £350m revenue.• Embedded enhanced Lean-Sigma training and improvement project management processes, both subsequently recognised as global benchmarks within the business.• Mentored 5 employees to Black Belt certification who subsequently mentored over 40 employees to Green Belt certification.• Achieved total annualised cost savings from improvement activities exceeding £5m during 2010. Show less

Operations Manager

• 2008 - 2009

Design and manufacture of access hardware solutions servicing diverse applications including automotive, aerospace and consumer electronics. Head of stand-alone manufacturing and distribution facility. 150 reporting employees. • Increased employee engagement in Lean activities through enhancement of the daily management system and continuous improvement project management process. • Established effective management information and review infrastructure in expense control, labour capacity planning, overall equipment effectiveness and on-time delivery. • Subsequent achievements included a 75% reduction in soft quality errors, a 20% increase in assembly direct labour productivity and a step change in the facility environment through 5S. Show less

Operations Director

• 2006 - 2008

Design and manufacture of electronic intruder detection systems serving the domestic, commercial and industrial markets. 90 reporting employees. • Increased customer on-time delivery from 40% to 95% through multiple internal and supply base variance reduction actions. • Exceeded corporate operational cost reduction targets in 2006 and 2007 through the establishment of an effective Continuous Improvement team and enhanced processes for opportunity evaluation, resource allocation and project review. Show less

Business Projects Manager

• 2002 - 2006

Design and manufacture of diesel fuel injection systems.Member of corporate team re-aligning diesel capabilities across sites in Europe and the USA.• Developed and delivered the “Centre of Manufacturing Excellence” strategy to integrate and optimise the operational capabilities of Woodward’s UK and German sites within a combined two-site business unit.• Programme manager for the transfer of three fuel system production lines from customer sites in the USA to the UK, increasing annual revenues by 40%. All lines transferred and validated to plan with no disruption to service levels. Show less

Site & Operations Manager

• 1998 - 2002

Profit and loss responsibility for stand-alone business unit. 250 reporting employees.• Increased return on sales by 15% over 3 years on flat revenue through the on-going development of Lean Enterprise capabilities to drive operational excellence.• Transformed relationships with staff and shop-floor unions from adversarial to mutually supportive, facilitating a step change in employee motivation and engagement.