City Wide of Central Pennsylvania is a management company in the building maintenance industry with more than 50 years of experience offering janitorial and 20+ other facility maintenance services.Owners Alan and Naila Matheson and their team strive to bring professionalism, organization, and accountability to an industry often plagued with mediocrity. This is achieved by great management. City Wide focuses its time and money on training great managers who reduce the stress its clients formerly experienced, by proactively managing their maintenance vendors.Clients include corporate office buildings, medical offices, surgery centers, auto distributors, industrial production facilities, private schools, houses of worship, and product distribution buildings.No matter how many or few services you require, City Wide will take the hassle out of the equation. You have enough on your plate so you are assigned a Facility Services Manager (FSM), aided by a Night Manager, to ensure each building is getting the proper attention to detail it deserves 24 hours a day. Your FSM meets with you during the day to help increase quality while reducing cost. Your Night Manager oversees the services being done in your facility to ensure superior work on every project.

Full responsibility for our Global Industrial Relays Business. This is a >$.25BN P&L vertical within our Industrial Business Unit inside TE's Industrial Solution Segment.Responsibilities include top line growth, 3 global manufacturing plants, product management, strategy, engineering, operations, finance and HR.

Responsible for product lifecycle business operations. Additionally, responsible for reviewing NPI performance and coordinating process improvements based on lessons learned.

Manage an 1,100 person organization and a $53mm budget with accountability for the business unit Quality Review Board, Quality Teams, System Test, Interoperability Testing, Field Test, Carrier Validation and Automation Tools Development, Operations and Program Management. A Global organization with large operations in China, Italy, UK, Brazil and the U.S.

Responsible for the introduction and coordination of Motorola’s Corporate Initiatives across the business Sectors in the EMEA region.Mobilising Digital Six Sigma had been the main priority for the CIG in the this period and it was my role to assist the Sectors to select projects, green belt and black belt project leaders and then manage the ongoing governance of these projects. Teamed with the Personal Communications Sector in EMEA to directly manage the progress of the training and project execution. This has led to the generation of over $12M of annualised savings in the first phase of projects. Main Motorola representative/speaker at several key European events and conferences. Worked with major Customers on our quality improvement programmes e.g. Bosch, Vodafone and Americana Group.

Responsibility for £110 millions of sales of products for the electrical circuit protection and control market.Leadership of 2000 employees across 4 manufacturing sites in Birmingham, Holyhead and Holland.80% of sales within the commercial and industrial sectors in UK and Holland. Remainder of sales in Africa, Middle East and Asian markets.UK Businesses returned to profitability after previous loss making years.Major cost reduction program implemented (200 people/£5 millions costs) whilst maintaining market share and growing margins in the UK.Grew Dutch business market share by 4% to 35% and improved margins to 13% R.O.S. from 11% in 2000.

Leadership responsibility for a team of 250 sales managers located in 25 countries across Europe, Middle East, Africa and India.Sales target of $540 millions split between the electrical distribution, consumer (retail), OEM, automotive and stage/studio markets.Executed several product marketing campaigns, high profile customer events and end user demand creation initiatives. Through these activities and effective customer relationship management gained market share in UK, Czech Republic, Russia, Spain, Portugal, Slovenia, Middle East, Finland and stage/studio markets.Negotiated global agreement with Rexel, the largest electrical distributor in the world, and signed European contract with Kingfisher plc.

Managed a team of 40 sales managers with sales achievement of $130 millions in 1999.Restructured from a regionally based team to a more accountable channel and key account structure.Moved from No.2 in market to clear No.1 as a result of 8% market share gain in 1999. The successful signing of contracts with Sainsburys, Homebase, Kingfisher and Wilkinsons mainly drove this.

Appointed as the first six-sigma leader in GE Europe to drive the initiative into all regions and functions of our lighting business.Established a team of 50 full time resources (black belts and master black belts) from multiple locations and functional disciplines.Organised green belt training (2 weeks duration) for 1200 salaried staff and established disciplines in their project mentoring and reviews to ensure successful completion and tracking of real financial benefits.Commissioned and managed 2 pan-European customer surveys per year.Delivered $6 millions of bottom line benefits to organisation with a budget of $3 millions.

Commenced the process of introducing GE values and identity to this former Thorn Lighting facility.The facility employed 600 staff who produced over 40 million lamps per year.Initiated several transfers of production to more efficient locations, both on site and off shore.Managed a 15% cost reduction through re-structuring without any disruption to normal operations.

Initially joined Prestwick Circuits as the director and general manager of their Irvine, Scotland, facility. This site had 500 staff operating PCB manufacturing process equipment on a 3-shift basis. Introduced continental shift working and increased productivity by 30% over a 2-year period. Gained Ford Q1 status and was a finalist in the Scottish Quality Awards 1994.In Jan ’94 was promoted to the board of Prestwick Holdings plc and also took responsibility for the other production facility in Ayr.Established strong operational teams and then concentrated on commercial strategy, growing sales by 7% to £40 millions.In July 1995 my successes were recognised with the position of Deputy CEO of Prestwick Holdings Group.