Aled Williams Email & Phone Number

The Woodlands, Texas, Us

Leading a £9.5m ‘design to order’ CNC manufacturing facility supplying the oil and gas industry, holding full responsibility for the site’s P&L, operational performance, and strategic growth - reporting directly to the VP Operations.Leading a team of 70 employees through 8 direct reports, supported by an HR Business Partner and Finance Manager.Key Achievements:• Revenue Growth: Increased monthly revenue output by 29% from start of ‘24, achieving consistent operational improvements and focused strategic capacity planning.• Margin Enhancement: Raised gross margin by 8 percentage points over a 6 month period through targeted process optimisations, cost control initiatives, and efficiency gains.• Safety Excellence: Embedded a strong safety culture, ensuring zero lost-time incidents while delivering significant performance improvements.• Team Leadership: Building a collaborative team culture, fostering trust, accountability, and professional development across all levels of the organisation.Responsibilities:• Strategic oversight of safety, quality, supply chain, production, planning, manufacturing engineering, logistics, and site facilities.• Developing and executing initiatives to drive operational efficiency, increase on-time delivery, and enhance profitability.• Coaching and mentoring my leadership team to create opportunities for growth and succession planning, ensuring a resilient and high-performing team.• Representing the site in corporate strategy discussions, M&A evaluations, and investment planning to align with global business goals.With a proven track record in transforming operational performance and a people-first approach to leadership, I am passionate about delivering sustainable growth and building high-performing teams.

Wrexham, Wales, Gb

Managing operations of a £8m p.a. turnover business. Leading Safety, Quality, Planning, Manufacturing, QC Testing Laboratories, Warehousing and Global Distribution, and Site Maintenance through 7 direct reports and a wider team of 40 FTE. Leading Purchasing and Customer Service managers on cross-departmental processes to increase OTIF and customer satisfaction levels. Accountable to the MD/Owner.Achievements• Introduced site wide KPI’s at all levels and areas of the business, from shop floor teams to reports into quarterly Director meetings, reducing silo-mentality and joining departments together to work as one team.• Restructured the operations team to bring alignment across Production, Warehouse and Laboratory line management including new job descriptions and responsibility for departmental KPI’s and culture.• Overhauled the HR structure, introduced new company handbook, disciplinary, attendance and grievance policies, made improvements in time & attendance and payroll process - improving employee engagement, increasing attendance levels, reducing staff turnover and removing payroll admin errors.• Improved ISO9001 QMS system from 4 major findings to no findings over a 2 audit cycle period.• Obtained ISO14001 and ISO45001 for the site.• Recruited maintenance team and introduced fault register and engineering work request system to manage and maintain plant and equipment, leading to improved production uptime.• Managed annual CAPEX investment budget of c.£1.5m including expansion into new 2,000m2 distribution warehouse and chemical processing waste water plants in line with Welsh Water discharge permit conditions.

Middenmeer, North Holland, Nl

Managing all aspects of Manufacturing, Safety, Quality, Facilities and Maintenance (as well as Planning and Logistics departments on an interim basis) through 5 direct reports and a wider team of 96 operators across 2 shift working patterns on a £40m turnover site.Key Responsibilities• Responsible for all H&S matters across a site of 150+ heads• Introduced a quality program to reduce production non-conformities and to put procedures in place across the business that were compliant with ISO9001:2015• Member of the Site Management Team, introducing cross-departmental and end-to-end processes to allow improved performance of the whole siteAchievements• Delivered increase in production output by 40% in first full year in role over previous output, with no increase to fixed labour budget. This was implemented by improving production processes, facilities layout, and logistics material flow• Further productivity improvements achieved to deliver 20% increase in output for 2019 through strategic outsourcing and supply chain partnerships, as well as further productivity gains• Introduced S&OP planning tool to manage sales forecast vs plant capacity• Interim planning manager for 6 months during a restructuring of the business• Restructure of manufacturing and support functions (H&S and Quality), including performance management and recruiting

Brussels, Be

Reporting to the Site Manager, managing operations of two manufacturing departments through 4 direct reports, and a wider team of 34 operating staff and engineers, working on three different shift patterns. Site turnover of £90m.Key Responsibilities• Driving performance improvements in safety, quality and production throughputs• Achieving monthly KPI’s for safety, OTIF and adherence to manufacturing plan• Balancing operational budget ($1.4m) against annual sales ($70m) to control plant costs• Managing departments through customer facing audits (Airbus, Lockheed Martin, Bombardier, NADCAP, BSI etc)• Leading the site employee engagement teamAchievements• Restructuring a department whilst maintaining output in line with the manufacturing plan, leading to a $90k/year saving• Active management of operational costs, leading to being $323k under the $1.4m budget in 2017• Waste savings / production throughput improvements of $300k delivered in 2017• Chosen to work on the ‘Digital at Solvay’ project as part of an international team in order to recommend improvements for Solvay’s digital future• Completed Solvay’s International Management training program

Sheffield, South Yorkshire, Gb

Running a self-sufficient site while reporting externally to the Machine Shop Manager who was based in our other plant.Accountable for 19 direct reports running 16 machine tools across multiple shift patterns.Key Responsibilities• Managing day to day site Health and Safety, ensuring conformity to safe systems of working. Carrying out accident investigations and risk assessments as required• Achieving daily KPI’s for throughput and quality• Performance management of labour based on data captured by an automated machine downtime system• Managing on-site logistics team to support material movement to and from main facilityAchievements• Trialed new cutting tips in collaboration with engineering suppliers, leading to a 5% throughput increase• Successfully recruited and onboarded five new starters into the department• Implemented training for material tracking system that lead to improved logistics efficiency

Lake Oswego, Oregon, Us

Reporting to the Production Manager, responsible for supervising operations through five direct reports, with 54 staff and 23 work centres, including 4 Rolling Mills and 3 Heat Treatment Areas across 24/7 shift pattern. Key Responsibilities• Meeting weekly KPI’s in order to output £45m per year sales, on time in full• Collaborating with internal supply chain (melting and forging departments) in order to campaign production for improved throughput (reduced changeovers)• Balancing load vs capacity using Theory of Constraints methods, time & attendance, staff development, problem resolution, production planning, health & safety, driving performance of work centresAchievements• Formed a weekly Health and Safety meeting within the department so that any issues were resolved efficiently in collaboration with maintenance department and external contractors• Driving performance of work centres, through capital investment of better tooling, leading to improved manufacturing times• Improved throughput of sawing work centres by 6% through active trialling of different saw blades

Radnor , Pa, Us

Promoted to become Production Supervisor, and reporting into the Operations Manager. Responsible for manufacturing ~£12m per year of products through a team of four direct reports, and a wider team of twenty operators.Developed and implemented standard work instructions for assembling many products, including the Eurofighter Missile Launch System, through which the build time was reduced from ~10hrs to ~4hrs per unit.Implemented different lean tools such as 5S, KanBan Systems, and auditing of production cells. Introduced TAKT Charts to allow greater visibility for tracking products throughout production.

Radnor , Pa, Us

Responsible for testing production circuit boards and diagnosing/repairing test failures. Worked on both military and civilian aerospace products including missile launchers, night vision thermal imaging systems, and mid-air flight refuelling systems.

Finance For Non-Financial Managers

Bachelor Of Engineering (B.Eng.), Aeronautical And Electronic Engineering (Avionics)

Iosh Managing Safely

Coshh, Coshh Awareness

Ilm Level 4, Leadership And Operational Management Skills

Ilm Level 3, Leadership And Operational Management Skills

A-Levels, Electronics, Ict, Physics