Responsible for Culture Change within the business to transform it using coaching and mentoring as well as training and developing tiered communication as well Vision, Strategy and driving policy deployment to embed positive change

Do you or your business just drift through year after year in a state of Unconscious Competence occasionally drifting into Unconscious Incompetence and back again?Has your Business hit a point where it is struggling to cope with its current level of work?Do you have an ambition to grow the profitability of your business or to improve your performance as an individual?Do you need to develop more confidence and a positive mind-set?Do you need your Management team to work together more cohesively?Do you need to develop a long term vision for the business with a deliverable strategy to achieve this vision?Do you want to develop an exit strategy or a succession plan?If the Answer is yes to any of the above questions then you need to develop a Conscious Excellence within!Conscious Excellence is the brainchild of Adrian Martin.It is a technique that utilises Psychometric testing along with experiential learning and coaching to develop as an individual.For processes it utilises parts of Lean Sigma and Theory of Constraints to build and develop processes that allow the business to identify, understand and implement the opportunities to improve and grow.Three key elements of the Delivery process are:-ChallengeChallenge your current thinking or assumptions, suggest new ideas, encourage different perspectives. Ask the searching questions. While listening carefully to your answers. InspireBy working with you and questioning your thinking. Motivating you to achieve something that you weren’t aware that you could do before. Encouraging the idea that excellence is possible FacilitateMake an action or process easier. Create an atmosphere or ambience where what seemed unachievable before achievable or appear easier. Bring people and situations together to make positive change happen.

Sharing in Growth (SiG) is a Government funded Business Transformation Program for the Aerospace Industry with the support of Rolls Royce. My role as a Business Transformation Coach includes: -• Establishing strong working relationships (multiple stakeholder management) with key personnel within the companies that I am assigned (MD / CEO senior leadership, functional leadership, change agents) to enable effective coaching / mentoring throughout the transformation program. • Coaching and mentoring Senior Management in company Vision, Mission and Values development and deployment. Coaching and mentoring Company Senior Management in business plan deployment and ensure alignment of transformation activity with it.• Assess and interpret the operational and financial performance of the Company to continually determine and prioritise business transformation activity. • Assign and coordinate SiG functional resource (5 other coach functions) to business-critical transformation projects that support the Companies strategic goals.• Co-ordinate robust programme governance with the Company. Manage the escalation of concerns with SiG and Company Senior Management teams as necessary. • Deliver tangible business improvement through facilitating and coaching the effective application of lean tools including the development of best practice “lighthouse cells” of which I am the only coach in the team that is responsible for delivering 2 simultaneously across 2 companies.• Ensuring all cross functional transformational activity is effectively managed and communicated using program plans, lead and lag KPIs, agreed SMART objectives and annual reviews. • Managing a training budget and liaise with external training providers as appropriate.• Companies worked with include Icon Aerospace who won a national growth award while I was project lead, Poeton and Oxley Developments.

• Work with Modular UK to introduce lean principles to throughout the business and ultimately improving information flow using mapping techniques to allow the business to deliver projects on time to their new business model, allowing a 1.2 million (10%)increase in turnover.• Implementation of a TPI (total process improvement) process into Velan Valves plant in Leicester with 20 days on site over a 3 month period. Working with the whole business from the shop floor operators up to the European President including all departments including design, sales, quality, despatch, stores and production. Build relationships rapidly with key people within the business to win the contract. Use the plug game to encourage the workforce to embrace change. Facilitate a strategy of Flow throughout the process to eliminate the work in progress and improve cash flow as well as delivery performance. Influence the change in layout of the business using flow concepts and drastically improving the lead times and taking efficiency levels from around 20% to 40% generating £0.5 million profit.• Use the realisation curve to introduce new ideas and concepts into different situations.• Educate key members of companies in the construction and use of the Value Stream Map.• Develop relationships with people in a business within a short period using soft skills.Facilitate the reduction of set up time on average using the set up reduction technique. Introduce a sustainable culture of continuous improvement into businesses.•Written proposals and sold consultancy projects to key stakeholders at Managing Director level and below •Delivered consultancy interventions into companies covering lean culture change right from shop floor level to management and director level.•Planned and delivered practical Productivity improvement training sessions for all levels.•Personally created over £12million of turnover growth over 12 months.

Pera is a multi-national innovation company with over 600 consultants.Worked with a highly experienced team of manufacturing specialists on the governments Manufacturing Advisory Service going to companies, performing a diagnostic, presenting a proposal for the client to evaluate and then implementing the proposal to bring in improvements related to QCD measures.Developed own methods of introducing improvements across many industries and office systems within.Implementation of a total process improvement) process into Velan Valves plant in Leicester with 20 days on site over a 3 month period. Working with the whole business from the shop floor operators up to the European President including all departments including design, sales, quality, despatch, stores and production. Build relationships rapidly with key people within the business to win the contract. Use the plug game to encourage the workforce to embrace change. Facilitate a strategy of Flow throughout the process to eliminate the work in progress and improve cash flow as well as delivery performance. Influence the change in layout of the business using flow concepts and drastically improving the lead times and taking efficiency levels from around 20% to 40% generating £0.5 million profit.Develop versions of the plug game Use the realisation curve to introduce new ideas.Educate key members of companies in the use of the Value Stream Map.Develop relationships with people in a business within a short period.Facilitate the reduction of set up time.Introduce a sustainable culture of continuous improvement into businesses.Written proposals and sold consultancy projects to key stakeholders at Managing Director level and below Delivered consultancy interventions into companies covering lean culture change right from shop floor level to director level.Personally created over £6million of gross value added in the East Midlands over 12 months.

Worked as an independent consultant with the directors of Watchwood on a project that involved the development of procedures for an improvement project in conjunction with DFID (Department for International Development.) developing a series of process maps.

Over a 4 year period take the average output up from 1900 metres per hour to 2900 metres per hour.Over a 4 year period take the turnover up from £12 to £24 millionSet up and maintaining a reporting system for lean targets to benchmark against using QCD measures.Using Influencing skills set up and facilitate a Continuous Improvement Team. Present savings to the main board quarterly.Use SMED techniques to reduce set up times all mills by 60%.Primarily achieved with pre setting to reduce machine downtime. Educate and influence the entire workforce in lean techniques and thinking.Produce a capacity planning tool to help justify the purchase of new mills and to make sure we can meet present and future demand with our capacity. Introduce and maintain 5S across the Hepsec Division. Remove £65,000 worth of WIP by persuading the production director to introduce a cellular manufacturing technique to British Gypsum Products.Record best in group 12 months saving of £245,000 running a continuous improvements team.Optimise material flow by drafting a factory layout with AutoCAD for the strategy and facilitating the layout optimisation of different areas with the workforce.

Eaton Corporation is a diversified power management company with sales of $15.4 billion. Eaton is a global technology leader in electrical components and systems for power quality, distribution and control; hydraulics components, systems and services for industrial and mobile equipment; aerospace fuel, hydraulics and pneumatic systems for commercial and military use; and truck and automotive drive train and power train systems for performance, fuel economy and safety. Eaton has approximately 70,000 employees and sells products to customers in more than 150 countries.• Set up and manage a tube bend and weld cell in an aerospace environment• Improve product flow and traceability whilst actively reducing product lead times whilst allowing flexibility in a jobbing environment.

a diversified power management company with sales of $15.4 billion. Eaton is a global technology leader in electrical components and systems for power quality, distribution and control; hydraulics components, systems and services for industrial and mobile equipment; aerospace fuel, hydraulics and pneumatic systems for commercial and military use; and truck and automotive drive train and power train systems for performance, fuel economy and safety. Eaton has approximately 70,000 employees and sells products to customers in more than 150 countries.Set up and manage a tube bend and weld cell in an aerospace environmentImprove product flow and traceability whilst actively reducing product lead times whilst allowing flexibility in a jobbing environment.; Terex Terex are a multibillion dollar American corporation focused on producing quality capital equipment that delivers the productivity, return on investment and cost-effectiveness that today's value-conscious customers demand. Terex markets more than 50 diverse and well-respected brands, which cover a broad range of equipment for the construction, infrastructure, quarrying, recycling, surface mining, shipping, transportation, refining, utility, and maintenance industriesIntroduce cellular manufacturing techniques into a mass production environment for all major existing products. Overall responsibility for the project planning and installation of a new Dumper flow line that increased turnover o this product by £14.4 million whilst introducing a pre-painted fully finished machine rolling off the line thus taking £300,000 of WIP out of the process.

Introduced hydraulic cleanliness that reduced warranty claims on hydraulic pumps by 50%. I was instrumental in the change of material in hydraulic/fuel tanks from steel to plastic pre assembled tank reducing inventory and line work as well as a saving of £170,000 per year in unit costs.

Previous ExperienceRan my own team with me as rider to compete up to British level in motorcycle racing including setting up my own company to deal with the entries etc for tax reasons as well as marketing and selling American race fuel into the paddock as part of a sponsorship deal. Raced for an organised team (J&RB Racing) at national level. QUALIFICATIONSBTEC HND Mechanical Engineering Mid-Warwickshire CollegeFellowship in Manufacturing Management Cranfield University PERSONAL DEVELOPMENTCherie Concannon powerful negotiating skills Vision and StrategyWriting Successful proposals Brief Coaching techniquesSix Sigma Eaton trainedAdrian Martin 1 of 3 Curriculum Vitae