The Doncasters Group is a leading international manufacturer of high-precision alloy components, serving the aerospace, industrial gas turbine, specialist automotive, petrochemical, construction, industrial and transportation markets. Head of Quality and Continuous improvement Member of the executive team for UK forgings Responsibility for the Quality and Continuous improvement function within the UK businesses Driving improvements for new product introduction processes for a range of new customers including GKN, SAFRAN, ITP and KHI. Implementing a new continuous improvement program aimed at releasing capacity and reducing non-conformance. Introducing Gemba, Simple kaizen, 5S and identification and training of CI Champions in the manufacturing areasRedesign, planning and implementation of the quality management system to ISO9001-2015 and AS9100 D for UK forging sites. Leading to A successful transition process for the new standardsManagement and development of the Quality and continuous Improvement teams Heading up a program of Business Process development and improvement across the UK sites Managing and maintaining Nadcap approvals in FPI, Chemical processing and heat treatment and heading up the project for approval for Forging Nadcap. Supporting development of a Group continuous improvement program for Doncasters Group

December 2016 - July 2017 Interim Quality Director for Doncasters UK forgings BlaenavonResponsibility for the quality function within the businessManagement and development of the Quality teamRedesign, planning and implementation of the quality management system to ISO9001-2015 and AS9100 DBusiness Process improvement Managing and maintaining Nadcap approvals in FPI, Chemical processing and heat treatment and pursuing approval for Forging Nadcap.

May 2015 - April 2016 Interim Site Director for Aesica Formulation Development. P&L responsibility for pharmaceutical formulation development facility. Managing and supporting a senior leadership team, Improving business planning, operations, quality management and financial performance.Managing customers during a difficult business closure announcementManagement of site closure whilst executing additional customer demand and improving business performance, Including capacity planning, key resource management, and close financial control up to the facility closure.Managed a significant business performance improvementResponsibility for planning and managing transfer of the business to a new facility on another UK site, this had to carried out in line with regulatory authority requirements and involved a major decommissioning, Change control, Manufacturing and analytical method transfer programme.Managing the complete process of building a new pharmaceutical development facility at a current Aesica site. Responsible for the strategic planning for the capability of the business, costing and financial control. The project was delivered on time and within Budget.Planning and managing the design and build of 2 new potent manufacturing suites, the ground up refurbishment of GMP manufacturing areas, formulation development and analytical laboratories, Stores facilities with receipt and despatch and capabilities. These were completed in line with a challenging budget and extremely tight timescales.Management of a major Validation programme for the Facility, services and equipment.Quality system compliance and MHRA approval for the facilityDesigning an organisation for the new facility and recruiting key formulation, analytical, project management and quality personnelSupporting business development and customer project management for the new facility.

•Developed and implemented the Group Operations Strategy including best practice operational principles, Business excellence programmes, new product introduction and supply chain commodity and outsourcing strategies.•Restructured and developed a senior team of 10 to support the Group operations strategy, which introduced best practice across all divisions as well as providing expert support for special projects and senior placements.•Introduced a business excellence programme providing a common, group wide structure for the deployment of Shingo based Continuous Improvement methodologies including an assessment programme, Hoshin Kanri for strategy deployment and Lean principles to support improvements. •Provided operational expertise for the CEO and Global Board and a non financial internal audit process to ensure corporate governance.•Provided operational expertise and support for acquisitions and subsequent integration.•Introduced Group operational KPIs over operational efficiencies, material cost reduction programmes, stock reduction, supplier reduction and development across the Group as required, including divisions in North America, Europe and the Far East.•Held strategic ownership of the Group supply base covering £150 million of spend.•Led support for NPI projects across the group, introducing philosophies such as DFM and rigorous pre-feasibility supply chain development and costing.•Facilitated an operational improvement programme at a US division supplying the biggest customer, increasing production output by 80% and increasing sales by circa $30m whilst minimising capital expenditure to $120k. This performance won the Siemens Magnet Technology prize for operational innovation.•Outsourced major product lines worth £30m in revenue to major tier 1 contract manufacturers in Malaysia and China. •Relocated two major product lines worth £20m in revenue from the UK to Shanghai. •Project managed a major capital and infrastructure project worth $6m.

• Reviewed divisional business performance across the Group and led improvement activities as required including divisions in North America, Europe and the Far East.• Developed a NPI process which led to improved operational and supply chain input and directly influenced improved on time delivery, quality and margin of new products.• Drove improvements in product definition process enabling outsourcing of high level assemblies.• Supported business development activities in North America and Europe, achieving process, quality and lead time improvements which positively influenced customer perception.• Introduced modular design philosophies to improve first time pass rates and maximise opportunities for outsourcing of high level assemblies.THREE MONTH SECONDMENT AS OPERATIONS DIRECTOR IN NANOSCIENCE DIVISION: o Relocated the manufacture of an entire product line of dilution refrigerators from Germany to the UK following the acquisition of a new business.o Launched a development programme for dilution refrigerators to standardise the product and modularise the design whilst developing the supply chain to supply tested modules. Changed in-house operations resulting in a 20% cost reduction and 50% reduction in lead time.o Launched a stock reduction programme to reduce stock levels by 40% within the Nanoscience division.

• Reviewed a new scientific research instrument using ground breaking technology. • Recommended and implemented a bottom up first article review process to re-establish manufacturing control resulting in: o A repeatable manufacturing standard, a 60% improvement in manufacturing lead time and a 30% cost reduction were achieved.o Runner up in the 2007/2008 Chairman’s awards for technical innovation.

• Member of the Management Board and held quality, engineering and HS&E responsibility for a forging and machining solution provider to the aerospace industry, across four manufacturing divisions on a single site, turning over £42 million with 570 employees. • Moved the business from a substantial loss making position in 2003/04 to a position of EBIT in excess of £2m in the year 2005/06. During 2006 the company was rated as one of the top five performing VC engineering businesses in the UK.• Sat on steering committee for the Birmingham University engineering doctorate programme.