Experience

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  Bakkavor

  • UK-wide

  • Recruitment Manager - Apprenticeships

    • Mar 2016 - May 2016
    • UK-wide

    Interim role, taking responsibility for the resourcing. educational relationships and assessment processes behind a greatly-upscaled apprenticeship programme for 2016.

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  Cpm/L'anza & Others

  • Aylesbury, Buckinghamshire, United Kingdom

  • Various local roles / Being Dad to 2 yr old Son

    • Jan 2015 - Feb 2016
    • Aylesbury, Buckinghamshire, United Kingdom

    Time out from my 'living out of a suitcase' interim management career, allowing some hugely enjoyable/rewarding time with our recent first child/new family. Worked in various local, lower level roles, from Hauling Logs to Logistics to helping Mars recall products from its Netherlands Factory.

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  ARYZTA

  • Dunstable Manufacturing (Honeytop Bakeries)

  • Recruitment Business Partner

    • Aug 2014 - Jan 2015
    • Dunstable Manufacturing (Honeytop Bakeries)

    Lead & coordinate all permanent staff, professional and management recruitment for 2 manufacturing sites and associated HQ functions.Responsible for employment brand (EVP) development and communicationLinking Resourcing activity directly to operational requirements and plans, through close business relationships with operational line managers and production unitsCreation of a "greater than sum-of-the-parts" management group, capable of (and motivated by the challenge of) transforming a "good business with great products" into a World Class oneReducing recruitment costs while greatly improving overall asset value by rationalising agency PSL and constantly increasing direct hires.Management/Administration of ATS.Ingraining a new resourcing function, quickly becoming self-financing, as well becoming a widely/highly valued resource internally

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  BAA Airports (interim, later consultant)

  • Gatwick / Heathrow

  • Resourcing Programme Lead

    • Aug 2006 - Feb 2014
    • Gatwick / Heathrow

    Reporting to Business Director & HR Change Programme Manager. Replacement of 70% of Airport Operational Management Team, who had not met the leadership-based criteria associated with a Business Unit based restructuring...• Gained backing from change process owners, reshaping all external recruitment processes and person specs (leading to Assessment Centre’s [AC’s],). Further presentations won support - against considerable initial resistance from some - for involvement as a “key part of the change team”.• Pre-scheduled ACs for 3 x 6 month cycles (with pre-known dates), with responsibility... shifted from a traditional approach to a KPI/SLA based on the quality of each AC• Focused an uncompromising/ongoing direct advertising campaign and radically new employment brand (press/online job boards/social media and direct mail) aimed at operational & technical professionals in 3 specific industry sectors known to have similar leadership recruitment and development cultures; having overcome the perception of BAA as a ‘closed-shop’ employer• Trained Morgan REM resourcing staff in key Gatwick CV identification criteria and took responsibility for all AC selection, leading to a highly successful programme which was later built upon to great effect by Gatwick’s new owners… plus an extended programme for us at Heathrow.

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  IMC - Imperial Machine Company

  • Relocation to Wrexham

  • Interim HR & Talent Manager

    • Mar 2004 - Dec 2005
    • Relocation to Wrexham

    Later considered a Best Practice ‘how to’ relocation & cultural re-engineering programme by the WDA; the process attracted considerable media interest & was officially opened by HRH The Princess Royal Relocation of 3 sites to a new HQ in Wrexham. Only 8 employees from the previous HQ/Factory would eventually relocate, leaving 110 vacant roles from boardroom to shopfloor. Originally planned as a co-operation with a local agency by the Group owners, I presented a fully scheduled and costed, product by product, function by function, matrix / succession planned /proposal to the Group Board based on Morgan REM’s RPM model. This projected a total associated cost@9% of the aggregate payroll involved. • From which point I became an Interim member of IMC’s management team (salary-paid by IMC, with “bonuses” to REM for resourcing for most hires, a PSL budget for specialist and “emergency local/temporary” recruitment, and funds for local advertising and employment brand development. I became a key influencer in the transition management process.• This widened to full HR / TM responsibility for the 20 month project, including the resourcing and recruitment of 100+ staff from the new locality, from shopfloor to design engineers to the boardroom to marketing to finance. Trained managers and supervisors in recruitment & selection techniques, designed & implemented a PR campaign promoting a cohesive employer brand. • During this process, employment costs reduced by 11%, warranty returns ceased, and t/0 increased 10% . Importantly, the business culture was totally re-invigorated & its exposure to retirement was negated. Not one customer knew of the move until it was complete. • Our projected budget of 9% proved to be accurate, and the business was left with full staffing, skills matrices, succession, training & development plans in place, as well as a highly effective EVP.

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  Dana Holding Corporation

  • Andover / Feltham

  • Recruitment Programme Manager (Interim)

    • May 2002 - Jan 2003
    • Andover / Feltham

    Re-employed to manage the resourcing aspect of the re-opening of the ‘mothballed’ previous AMTL factory, now owned by Dana Emerson. • In essence a repeat of the former 120 employee factory blue/white collar volume recruitment process, with the same high pressure (automotive) deadlines, processes and uncompromising candidate quality benchmarks… although on this occasion in a more automated plant, involving fewer manual operators /more technical appointments, particularly Robotics, Automation & ATE. • A direct mail campaign to ‘selected’ previous employees had a 65% re-employment success rate, which helped accelerate delivery but was also noted as a hugely positive reflection on the quality/ culture/loyalty created during the previous project and regime (see below). • Additionally, Hampshire HQ was expanded by c. 20 Engineering R&D personnel, all of which was delivered on time and to budget (9% of aggregate payroll again). The R&D recruitment, on this occasion, succeeded despite significant “political resistance” from local HR

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  Previous Recruitment & In House Resourcing Career

  • Various

  • Consultant (84) to In-house Recruitment Manager (93-2001)

    • Sep 1984 - Sep 2002
    • Various

    Consultant > Manager > UK Top Performing Office > Regional Director > UK General Manager (Executive Search) > Founded Morgan REM > Sold majority share and refocused career on Interim Recruitment Programme Management, specialising in growth and change in manufacturing & technology businesses. Typically, each programme lasted 18-21 months...1993 Prestek - Industrial Printing Technology - Fast growth start up1995 Saitek - PC Games Peripherals - Multinational backed new business start up1997 Airtech - Mobile Telecoms Infrastructure - Greenfield, high volume factory build and ramp up1999 AMTL - Electric Power Steering Technology - Brownfield high volume production start up2001 Remec -Telecomms - Cultural Change and Best Practice programme led by Airtech's new US owners.2003 As per profile above.....

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  Rialto Records

  • Recording Artist

    • 1979 - 1984

    Early career working as a Musician, both Live & Recording. Contracted to Rialto Records 82/84.