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A senior interim turnaround / change manager.

Work Experience

11/2004 - 6/2005 STERIS Corporation
Pharmaceutical Chemicals and Machinery Manufacturer, £500m+
VP Life Sciences Sales and Marketing EMEA – Interim (£30 million EMEA)
BUSINESS PROCESS RE-ENGINEERING, CHANGE MANAGEMENT
• Reorganised Sales force and set up Channel organisation from scratch
• Set operational plans for next FY, wrote position descriptions for all position levels and recruitment briefs
• Carried out assessments of existing personnel
• Produced standard distribution agreement for EMEA for consumables and capital plant
• Produced ideal channel descriptor
• Set up private label consumables supply
• Set up training to fulfil Global accounts sales requirements
• Designed incentive plan also covering portioned to be divested

11/2000 - 11/2004 EATON CORPORATION, VICKERS SYSTEMS, UK
Aerospace Hydraulic Component Manufacturer, turnover £500m+
Business Development Manager/MRO Business Manager – Interim/Permanent
LEAN MANUFACTURING, PROCESS RE-ENGINEERING, CHANGE MANAGEMENT
• Redesigned systems (visual factory, 5S, cellular manufacturing, Kanban kitting) for FAA/JAA Repair Station to turn-around (75% throughput increase). Growth 13% and Turn-Around-Time reduced 50% in 12 months. Reduced inventory 30%. Airbus example of successful supplier turn-around.
• Invited participant at corporate Kaizen events (eg: Los Angeles and Jackson, MS, Grand Rapids, MI plants) for manufacturing and Aftermarket applications.
• Negotiated release of >£0.5million test stand assets held in French bankruptcy. Cleared up outstanding problems with closed £4mio. capital plant business. Disposing of assets and plant operation.
• New product recognition – direct drive servo-valves, underwater vehicle hydraulics.
• Presently turning around all aspects of production for Airbus.

1998 - 2002 Interim Assignments with SME’s, UK & France
- Sales/market process analysis and plan for electrical switchgear manufacturer
- Sales process and market analysis for niche electronics manufacturer
- Creation of start-up company for import of essential oils (e-commerce)
- Full business plan for potential start-up company in car/environment including business process development
- Full export business plan and order process for French bespoke furniture manufacturer

1998-2000: METALLGESELSCHAFT AG, GEA Specialty Products GmbH
Engineering and Capital Plant Builder.
Managing Director - GEA Jet Pumps GmbH - £12m T/o
Manufacture of make-to-order injector pumps for chemical/pharmaceutical industries. Formed new subsidiary from departments of existing company with T/O £12mio, formulated and put in place strategic direction. Turned around from 5% annual decline and loss position to good profitable growth >20% in Year 1.
- Lean manufacturing/order processing practices (5S, pull system, one-piece flow, cycle time reduction) and e-fulfilment introduced. Cut delivery from 6/8 weeks to 24/48 hours.
- Sales to major customer doubled in 4 months.


1996-1998: DANAHER CORPORATION, GEMS SENSORS EUROPE - Instrumentation components.
European Sales Director - £45m T/o
Invited by competitor to join to emulate success obtained previously; to turn around a declining sales result with multiple products with manufacturing plants in UK, Switzerland and US.
- Introduced lean concepts to order and fulfilment processes. Closed German and French manufacturing. Reorganised remaining offices to convert from loss position on declining sales to 10% ROS on growth of 7% in year one. Turned UK home sales to 15% annual growth from 20% decline.
- Reorganised/Expanded the distribution to give growth rate of 5% year-on-year exceeding the budgetary requirement.

1994-1996: LUCAS INDUSTRIES PLC, LUCAS CONTROL SYSTEMS PRODUCTS,
Aerospace and automotive components.
European Business Director
Brought in to reorganise and transform a poorly operating European sales force with multi-product responsibility. This included setting up of the sales strategy in conjunction with the various manufacturing plants in UK and US.
- Successful introduction of lean processes in coordination with manufacturing plants. Total concept of lean introduced throughout the process from human development to order levelling.
- Changed the sales distribution to drastically increase the sales in line with and exceed the budgetary requirement.

1991-1994: HOECHST CHEMICAL, MG GAS PRODUCTS Ltd, UK
Industrial gases and engineering company.
Customer Engineering, Commercial and Distribution Director - £65m T/o
Invited to join the Board to transform the company from mono-product to being a full range industrial gas supplier - controlled 64 staff on field sales, marketing and application engineering.
- Reengineered (leaned) service and equipment installation department and increased customer satisfaction.
- Formulated and implemented a sales and marketing strategy to support £12m production investment.
- Recruited and trained a tactical sales force to establish a customer base selling third party supplies.
- Pre-signed contracts with new and existing customers to secure a minimum operating load for the plant, achieving 70% utilisation in 24 months with break-even assured.
- Cut all waste from contracting and business methods with customers and distributors for the sale of existing product, doubling profit to £2.5m and securing long-term results at this level, with 50% market share.
- Won corporate award from the Group President for special achievement.

1981-1991 AGA AB - Swedish Multinational Industrial Gases Supplier
1989-91: Sales & Distribution Director, Bulk Gases - AGA, Mexico - £30m T/o
Requested by the VP, Americas, to undertake a special secondment with the new MD to make the Mexican subsidiary profitable and to eliminate corruption - controlled 65 staff.
- Identified immediate problems in Distribution and replaced Manager and Assistant within days.
- Achieved £1.6m p.a. savings on transport expenditure by introducing proper controls, discipline and lean processes.
- Sourced new supplier for static storage tanks for liquid gas, saving £250k on every £1.0m expenditure. Set JIT lot sizes and Pull Manufacturing.
- Released the 8 salesmen and recruited and trained a group of 15 qualified technical sales engineers. Human Development was put at top of the agenda to cut waste.
- Established high level of customer satisfaction and rapport by eliminating supply failures.
- Improved sales and plant utilisation, achieving profit increase from £0.5m to £2.2m.
1984-89: Sales and Service Director -Liquid Products - AGA Gas GmbH, Germany - £80m T/o
Invited by Chairman of the German subsidiary to be responsible for sales and profitability of all liquid gas products, £40m T/o - controlled 31 sales, engineering, installation and development staff.
- Developed and used a market niche analysis method, identifying potential market segments for profitable sales, increasing business by 10% year on year.
- Rapid improvement of all aspects of customer installations, developed cost collection and control for all projects and installations.
- Initiated and negotiated a successful joint venture to construct and operate a £20m air separation plant to ensure supply throughout Germany despite an EC ruling.
1981-84: Technical Sales Support Director - Gas Applications - AGA Gas Inc., USA - £50m T/o
Headhunted to run all technical development and sales support of the recently acquired subsidiary. Reengineered all aspects of the service and installations areas.

1978-1981: AIR LIQUIDE CANADA Ltée. - Canada - major industrial gas company - French multinational.
Programme Manager - Metallurgy
Introduced new technologies to the mining and metallurgical industry across Canada and devised a highly successful commercial scheme for plant leasing.

1976-1978: INCO METALS Co. - Canada - Non-ferrous metals producer
Process Development Engineer
Introduced to Canadian company by UK subsidiary after being involved in the invention of a new process.

1970-1976: Early Career
Industry experience as student and graduate Metallurgist, Project and Sales Engineer primarily in Germany and UK. Trained in German manufacturing techniques of JIT production and lean manufacturing and work processes.

Education

QUALIFICATIONS: BSc (Hons 2:1) Metallurgy - University of Aston. Professional Engineer, Canada.
COURSES: Diploma in International Operations - Business School Format.
Financial Analysis, Economics, Sales and Presentation Skills.
Lean Manufacturing and Work Processes – Eaton University

Skills

Experienced in pan-enterprise application of continuous improvement, lean processes and company re-engineering and re-structuring to meet the commercial challenges of the 21st century. Especially familiar with demanding Aerospace / Custom-built OEM / Consumable Customer demands for quality (DPPM) and On-Time-Delivery. Demonstrable success in the application of continuous improvement and LEAN to all aspects of enterprise through sales and service to operations for the maximisation of benefits, as well as pre-disposal uncoupling and post-acquisition integration.

Languages

LANGUAGES: Fluent German, French and Spanish. English - Mother tongue.

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