Working as an independent consultant to the food industry involved in a variety of project and interim support roles delivering strategic and operational change and performance improvement . Clients vary from SME start up business to well established FMCG FTSE 100 companiesKey activities:Delivery of major footprint and investment business cases. This will involve developing a client concept to board paper feasiblility with scenario cost benefit assessment and through to detailed design and delivery. Developing and delivery of operational business improvement initiatives cascading from business owner through to shop floor a cross a wide range of functional disciplines

The role reporting to the UK Operation Director is to drive and deliver business wide performance initiatives and major site footprint changes across the 40+ sites and 11,000 staff.(£2 billion UK turnover) Project managed the delivery of a £12 million site closure and relocation plan for Sausage production. Managed a team of 15 cross functional managers and consultants to develop and enhance business processes across the supply chain, This resulted in the recruitment and training of 200+ new roles, capital investment of £2.5 million and the introduction of over 800 input material skus to produce over 200 different finished products Led the Value Stream Mapping (VSM) review for the end to end supply chain optimisation of Bacon to the UK retailers resulting in stock reductions, logistical delivery footprint changes and planning changes both in the UK and Dutch operations. Total delivered benefit £1.4+ mio and additional value adding improvements to enhance customer service  Developed major footprint scenarios for the UK and Dutch operations to rationalise sites and transfer products and services to optimise end to end supply chain costs. Project managed 3 major transfers including a major logistics, cold store and blast freezing operation, asset and product transfers including customer site approval and ensuring continuity of service for short shelf life products Developed the organisational design template for the business and Implemented a roll out of strategies, objectives and tactical delivery throughout the Pork business unit by introducing project management offices across operational sites Reviewed internal site material flows and developed a 3 year Site operational master plan and investment strategy .This included the development and introduction of revised planning and scheduling processes optimising working methods and an assessment of industry leading propriety new technology

Completing and organisational design and training program for a service business including :Long term vision, masterplan and budgeting processesValue stream mapping and waste analysis across the 4 sitesBusiness process reviews and improvement (Service and Financial)Job roles and descriptions for all key management rolesRecruitment of full time Business ManagerCurrently saved circa 6% on the overheads and reviewing the commercial planning for 2009/2010

Responsible for bringing the UK factories to best in class and developing UK Manufacturing improvement strategies by managing directly a professional team of change champions and functionally Industrial Performance teams across 7 Factories.

Set up and manage the Nestlé York Factory Supply Chain function and, as a senior factory manager, contribute fully to policies both at the factory and throughout the wider confectionery division. Directly managed over 100 including Planning and Improvement teams, team leaders and operators with supply accountability for over 360 sku’s (Kit Kat, Aero, Polo, Smarties etc), Implemented, as business owner, the material requirement planning and accounting modules of SAP across the Supply Chain Utilising the SAP functionality implemented a vendor managed inventory system with the largest packaging suppliers saving £2M in storage, handling and service losses Implemented a factory wide performance measurement and reporting system. This integrated system, taking efficiency losses from manual entry and P.L.C. operating systems cascades information from shift level to divisions in compliance with Nestlé Standards. With the key operational managers, implemented a site-wide CI approach and methodology in a traditional, heavily unionised environment. The outcomes for the cultural change process had a significantly beneficial impact on the departments