Spectris Foundation is a UK registered charity with global reach. Our purpose is to support education in Science, Technology, Engineering and Maths (STEM). We believe that every person should have an equal right to a quality education and, by working with like-minded partners, we remove barriers and create opportunities for every student to fulfil their potential.

Part of the corporate C-level leadership team of the parent company and company appointed trustee of STEM focused Spectris Foundation. Owned full P&L responsibility for a $200M global division with over 650 colleagues across the globe and two manufacturing sites in the US. Omega is a market-leading, specialist, omni-channel sensor provider to process engineers. In addition, it provides a differentiated product offering via an industry-leading e-commerce platform.Developed and implemented a growth strategy focused on introducing innovative products with a significantly better customer experience. Enhanced the go-to-market model to provide a differentiated experience to key customers in high-growth segments while migrating the remaining customers to the new digital platform.Executed a five-year product strategy to establish leadership in chosen applications for high-growth segments.Executed significant improvements to the digital platform resulting in a 5% increase in visits, considerable increase in conversion rate, and average order values, ultimately driving online revenue growth of 20%.Turned around the business with a 2-year history of double-digit negative growth in a market growing at 4%, capturing a 29% increase in revenue, 650 pts increase in operating margin, 12 pts increase in customer satisfaction, and 2 pts increase in employee satisfaction.Led the divesture and sale of the business to private equity, yielding a 20X EBITDA multiple.

Owned full P&L, R&D, and product development responsibility for $250M global business unit offering water purification, water analysis & laboratory equipment, comprising 200 team members with R&D/manufacturing across seven countries.Developed and implemented a new growth strategy focused around introducing new innovative products and taking advantage of funding in China / India to improve the quality of water, resulting in the accelerated growth of 20%+ in China.Executed a five-year product strategy to establish industry leadership in chosen product applications. Turned around the business with a 4-year history of near-zero growth in a market growing at 2%, capturing a 10% increase in revenue, 5 pts increase in customer satisfaction, and 4 pts increase in employee satisfaction.Worked, partnered with, and maintained close communication with corporate C-level leadership of the parent company.

Moved to Australia to lead the overall ANZ business. Full country P&L responsibility for the $400M business with more than 1,000 colleagues. Managed all 13 divisions and functions - commercial, finance, HR, operations, marketing, and service as the country managing director.Reorganized commercial team to align with customer needs and optimized cost-to-serve in a mature market. Deployed a generalist – specialist commercial model combined with a customer-facing marketing approach to re-orient the team around industry verticals.Turned the business (in a market growing at 1%) from a negative growth trajectory to a positive mid-single-digit growth rate with 3 pts improvement in employee experience, and 3 pts increase in customer satisfaction.Worked, partnered with, and maintained close communication with corporate C-level leadership of the parent company.

Created a new lab supply business in India by combining Fisher Scientific and Laboratory Products businesses. We became the primary laboratory supplier for customers in India, offering self-manufactured and essential products from strategic external supplier partners.Full P&L responsibility of $150M business with more than 200 colleagues.Rationalized 500+ dealer network down to 200+ key dealers and established a key accounts team to focus on large pharma customers in India.Helped establish a new business model that accelerated topline growth from high-single-digits to high-teens with improved customer satisfaction and employee morale in a market growing at approximately 5%.Worked, partnered with, and maintained close communication with corporate C-level leadership of the parent company.

Moved to India, to lead the expansion of Fisher Scientific's channel presence in India. Full P&L (~$75M) responsibility to improve revenue, profits, customer experience, and employee engagement.Designed and implemented new go-to-market strategy, developed and hired talent, strengthened processes, oversaw the implementation of new ERP, and improved employee engagement.Turned around the business over 18 months, delivering 12%+ growth and 10% improvement in working capital in a market growing at approximately 5%.Worked, partnered with, and maintained close communication with corporate C-level leadership of the parent company.

General Management and strategic leadership of $250M direct-response provider of scientific, lab, and industrial equipment and supplies. Provided leadership to 340 employees worldwide, four international locations, and 70 international dealers.Full P&L responsibility for all aspects of the business unit with a focus on revenue and EBITA growth.Expanded business through new dealers in Latin America and by expanding direct presence in China and India. Also deployed a new e-commerce strategy in the US to drive 15%+ profitable growth for run-rate products.Turned around the business with a 2-year history of near-zero growth, capturing a 27% increase in revenue, more than doubling operating income, and improving cash flow by 15% over two years.Worked, partnered with, and maintained close communication with corporate C-level leadership of the parent company.

Leader of $40M BU responsible for North American educational/academic customers of Fisher Scientific.Oversaw BU's P&L, strategic direction, and people development. Overseeing all functions - sales, marketing, product management, supply chain, finance, purchasing, IT, and administration. Responsible for 70 people across various functions in the business unit.Negotiated a new multimillion-dollar exclusive relationship with US Communities (K-12 group purchasing organization) to grow faster in a declining market by increasing share.Turned around the business with a 3-year history of underperformance, capturing a 23% increase in revenue, doubling operating income, improving cash flow by 123%, and more than doubling ROIC over three years.

Hand-picked by the CFO to lead a 7-person team in overseeing finance, purchasing, IT, and administration functions for this BU. Full financial responsibility for strategic and business planning and execution. Directed month closing and financial reporting processes, developed annual and quarterly financial plans and budgets, and established strategic financial goals and implemented structured road maps to ensure success. Directed the 2001 business restructuring, following termination of three of the four-person management team. Managed 70 reports across all functions for 11 months. Instrumental in the hiring of the new management team. Championed implementation of a management dashboard to boost profits, transforming a struggling business with a 3-year history of not meeting industry standards or corporate objectives. Delivered over plan numbers for four years in a row.Simultaneously reduced working capital from 12% to 5.2% while generating revenue increases by almost 23%.Consolidated the back office into a Shared Service organization, saving $1.1 million annually in costs.

Selected for record of contributions to the bottom line, people management skills, and analytical capabilities to assist the Vice President of Finance in managing the company’s largest division. Provided leadership to five financial analysts and 15 sales administrators supporting the financial management of a 350-person sales team. Collaborated with the Vice President of Sales in restructuring the sales force around customer potential to better service customer needs and deliver higher profitability. The restructure was so successful, it was embraced by corporate and rolled out to other Fisher businesses and is still in place today.Redesigned the compensation plan from a revenue focus to a contribution profit focus, assigning revenue, margin, expense, and profit targets for each salesperson to provide more accountability at both the rep and manager levels and drive profit growth.

Recruited into a full-time position post-graduation, reporting directly to a divisional Vice President of Finance and indirectly to three functional Vice Presidents. Managed customer service and marketing budgets, representing approximately 17% of total SG&A of the $1.7 billion company. Developed annual plans and quarterly forecasts, delivered monthly presentations to senior management staff and made recommendations for resource/investment allocation and cost control. Performed detailed financial analysis of, and made recommendations for, potential acquisitions, joint ventures, and R&D investments.Developed the $6 million customer service consolidation plan and partnered with the Vice President of Customer Service in overseeing timely implementation. Realized a $3 million annual cost savings, captured productivity increases of 4.7%, and established the first-ever structured career path for customer service reps.Recommended the elimination of select on-site customer service representatives, saving the organization $300,000 annually.

Selected for an MBA internship and tasked with analyzing pricing models and low-profit accounts to identify potential margin improvement opportunities. Designed a $2 million gross improvement policy for under-performing accounts.Transformed a manual, cumbersome, and simple pricing process to a targeted, effective, and optimized model that reduced processing time by 1.5 days and increased margins an average 75 basis points. This model still serves as the backbone of the entire national sales organization.