Director Of Manufacturing

• Jul 2022 - Present

Interim Director

• Jul 2019 - Aug 2022

Working with clients to achieve outstanding results with people and processes. Working with clients to achieve outstanding results with people and processes.

General Manager

• May 2014 - Jul 2019

Manufacturing Engineering Director (Global)

• Nov 2012 - Jun 2014

Responsible for the Manufacturing Engineering function across Europe and USA Responsible for the Manufacturing Engineering function across Europe and USA

SDCI Director

• Dec 2010 - Nov 2012

Sustainable Development & Continuous Improvement Director for Alstom Grid - PES Sustainable Development & Continuous Improvement Director for Alstom Grid - PES

Continuous Improvement and APS Manager

• Oct 2009 - Dec 2010

Working with the management team to develop and deploy CI process and make ensure it is sustained Working with the management team to develop and deploy CI process and make ensure it is sustained

Director of Business Planning & Control

• Jan 2007 - Apr 2009

Six Sigma Black Belt

• Jan 2006 - Jan 2007

Operations Director and General Manager

• 2003 - 2006

Turned this Pan European business from a $3m loss to $3m profit by driving value based sales and channels while adding new products to portfolio. Implemented sales process driven by metrics rather than rhetoric. Developed new products from prototype to annual sales of $2m in 1st year driving new market opportunity and volume into the business. Developed & deployed pricing strategy to yield 5% margin increase and reduce margin erosion. Managed sales functions; Improved customer service levels of OTD to >95% by driving value streams and organisational design. Reduced global footprint of 12 legal entities to 5 and 3 manufacturing sites to 1 main site plus a service centre. Reduced lead-times by 80%. Developed and implemented a sustained long term business strategy to secure the growth of the business. Show less

Business Manager

• 2002 - 2003

to 2003. Turned -$500,000 loss making unit into profit in 9 months. Introduced formal sales function and developed value based sales function. Readied business for sale (this was executed successfully early 2004). Realigned strategy and process for product development. Returned business focus to the core business by profitably exiting non-core business and assets. to 2003. Turned -$500,000 loss making unit into profit in 9 months. Introduced formal sales function and developed value based sales function. Readied business for sale (this was executed successfully early 2004). Realigned strategy and process for product development. Returned business focus to the core business by profitably exiting non-core business and assets.

Managing Director

• Jan 2001 - Jan 2002

Management and Consultancy business focused on lead-time and productivity improvements.; Improved productivity of fabrication firm from 73% to 92% generating additional capacity for growth. Reduced backlog of orders from £1m to <£20k, improving customer satisfaction. Improved supply chain & operations to give 5 day lead-time on standard products down from 30 days. Management and Consultancy business focused on lead-time and productivity improvements.; Improved productivity of fabrication firm from 73% to 92% generating additional capacity for growth. Reduced backlog of orders from £1m to <£20k, improving customer satisfaction. Improved supply chain & operations to give 5 day lead-time on standard products down from 30 days.

Operations Director

• Jan 2000 - Jan 2001

Introduced Kanban & kitted deliveries to reduce inventory by 30%. Reduced supply chain from 45 suppliers to 23 suppliers to drive TAC reduction.Implemented MPS - system to adequately plan capacity and improve overall on time delivery.

Business Development Manager

• Jan 1999 - Jan 2000

Developed 12 European and USA based customers and won sales >200% (£2.5m) of budget in first year.Implemented key customer relationship management tools for Parker Hannifin, RR Aerospace, Sonica, Bombardier, Dowty Propellers, GE aero and GE industrial et al ( customer care plans, x-team engagement events, etc)Value stream mapped customer interfaces to drive joint cost reductions and revenue / value added improvements.Developed 20-20-20-20 strategy (20 key customers, yielding 20% profitability from £20m revenue in 20 months) Show less

Operations Manager

• Jan 1998 - Jan 1999

Relocated 3 sites into one green field site based on value streams.Acquired and integrated Arthur Webb Engineers into the business exit non profitable customers and increased service to customers with growth potential.

Business Unit Manager

• Jan 1997 - Jan 1998

Gross margin improvements from less than 20% to better than 40%, by managing customer relationships and supply base costs.No deliveries beyond 5-day customer requirement window.

Quality Manager

• Jan 1996 - Jan 1997

Improved internal quality failure from 5% to 1.2% & Improved external failure from 1% to 0.05%.

Projects Manager

• Jan 1995 - Jan 1996

Project managed new customer from opportunity to key customer of £5m revenue, >35%GM, >95%OTD.

Senior Engineer

• Jan 1991 - Jan 1995

Devised Plant layout for flow of parts and co-location of functional supports to mini cells.Worked with customer project team to implement overhaul and repair of non Timken aircraft bearings - leading to new revenue stream.Improved overhaul and repair facility by 125% by separating the value stream from OEM stream and driving effective logistics and Kanban processes to give a +90% lead-time improvement.

Quality Engineer

• Jan 1989 - Jan 1991

Designed and implemented statistical calibration techniques for gauges and fixtures to improve repeatability and reliability of measuring equipment - giving reductions in scrap and rework of 8%.Implemented automated NDT equipment using Eddy Current and Ultrasonic improving performance and eliminating human factors in part sentencing.

Quality Assessor

• Jan 1988 - Jan 1989

Implemented vertical audit system to supplement departmental and product audits - leading to reductions in departmental handover errors.The single QA interface on all capital equipment purchase to ensure statistical capability and performance. Implemented electronic data collection and SPC in roller manufacture - paving the way for SPC roll out in the facility.

Apprentice

• Jan 1983 - Jan 1988