De La Rue is the world’s No. 1 commercial banknote manufacturer. The Sri Lanka site operates with 350+ unionised employees supplying central banks across Asia, Africa and South America.Board member with full site ownership including commercial, operational, safety, security, resilience, logistics and budget responsibility.- Restructured, re-organised and built the new leadership team - Designed & introduced the site management operating system- Led the union negotiations and training initiatives to deliver a customer focussed, idea generating, safe, responsive site with zero customer complaints and class leading security & cost deliverables- Signed labour flexibility agreement with Union to reduce costs, enhance skills & build the talent pipeline- Introduced Operational excellence programme including lean six sigma, asset care, built in quality and employee development to create a growth mindset culture- Increased output from 1.2 to 1.5 billion banknotes per annum- Delivered 10% Year on Year unit cost reduction- Employee engagement initiatives reduced fixed costs by 23%- Reduced annual customer complaints from 17 to zero- All supervisors trained to NEBOSH or IOSH standards. 99% of near misses closed out in <5 days- Obtained ISO14298-CB security accreditation- Delivered Customer training programmes on technology, process improvement and security- Supported Sri Lanka Government with their Foreign Direct Investment programmes

Familiarisation with Banknote industry and secure printing technology including litho, intaglio, numerota, foiling, varnish and associated banknote finishing technologies.- Introduced the floor management system; Managing for today, leading for tomorrow with KPI's and dashboard to track Safety, Security, Quality, Cost, Delivery and People- Led the introduction of lean and visual management- Led the site visit from CHOGM (Commonwealth Heads of Government Meeting) members

Built a business improvement consultancy that specialised in manufacturing process leadership specifically focussed on cost reduction programs and the development of front line supervision.

The Pensitone site ran as two business units, OEM pumps for the oil & gas sector and an aftermarket service & reconditioning centre.Led the introduction of cash flow focused routines to improve working capital position, re-focussed OTIF and kicked off the SAP implementation

Accountable for all manufacturing & associated support functions including maintenance, CNC programming, jigs & fixtures and manufacturing engineering. Site shipments of >$100m pa with 350+ employees- Created manufacturing strategy and led the transformation- Relocated 70+ multi-axis CNC machining centres into group technology material processing hubs- Led the change from single source cutter tool supply to optimised cutter technology with vendor engineering support- Generated $4m pa cost savings through a 16% improvement in standard to paid productivity, improved absence management and down time elimination - Accountability and rapid feedback loops yielded $1m pa cost of quality savings- Output increased from ~$1.3m to $2-3m per week- Justified, procured and built the $4m centre of excellence for welding- Negotiated new waste contracts saving $750k in 2008- Through the improved productivity, reduced cost and improved floor space utilisation, successfully integrated two sister sites into the plant.

Accountable for the site planning & scheduling function plus roll out of the lean manufacturing programme.- Introduced new S&OP methodologies and successfully reduced inventory by $7 million- Introduced vendor management process and supplier development

With growing sales and a traditional warehouse located in Stuttgart, the objective was to enhance customer service at lowest unit cost.- Team member that analysed customer trends, logistics costs and operational capability prior to proposal and delivery of the new €350m European logistics hub. - Evaluated full spectrum of European countries, greenfield & brownfield sites and 3PL providers.- Completed the project including transfer of all stock from old to new warehouse- Generated €1m savings per annum with significantly enhanced capacity and a flexible cost modelIn parallel, was Project Lead for the new Busak+Shamban UK HQ office - sale of old warehouse, selection, negotiation, and legal contract for the building lease plus contractor selection, interior design and fitout.

Automotive O-ring manufacturing plant for customers including Bosch Germany, Bosch USA and John Guest industrial plumbing products.- Supported a €26m programme of change as we relocated the factory from Qormi into dedicated process based business units in Hal-Far, at the south of Malta.- Supported with the transfer programme including layouts, machine moves and customer PPAP approvals- Implemented the continuous improvement strategy and deployed Iwao Kobayashi 20 keys model- Won the 2004 Malta Enterprise Award for Industry regarding Best Practice Manufacturing- Wrote and implemented the Front Line Manager training programme. Won National best training initiative in 2002 from Malta Foundation for HR Development

Provided operations leadership for a cross functional team of 150+ employees working to aerospace quality standards with CAA product release. Responsible for operational control and continuous improvement.- Implemented material pull systems for inbound raw materials- Created autonomous maintenance department and led implementation of TPM programme- Provided consultancy support in Cairo for the manufacture of aerospace seals

Head of department for a team of 25+ persons responsible for aerospace quality, production engineering and lean continuous improvement. Typical customers included UK Military, Boeing, Airbus, TRW Aerospace, Dunlop Aerospace, Pattonair and Formula 1 teams.- Successfully ran the qualification programmes and obtained accreditation for AS9000 and ISO 14001- Partnered with #1 customer to lead a value stream mapping exercise to maximise cross company efficiencies- Ran experiential lean simulation exercises to train employees on pull systems, standard work, critical to quality characteristics and 5S

Sela Fasteners manufactured cold forged roofing fasteners with both steel and injection moulded head forms.- Initially joined as a technician apprentice studying mechanical engineering before being promoted into quality management and then process improvement as a Manufacturing Engineer.- Led numerous automation projects, upgrades to the furnace, implementation of a PC based quality control management system, creation of a maintenance management system and the introduction of Kanban for 5 primary product lines.