Cavendish Ships Stores Ltd is the UK’s premier ship stores supplier. Formed in 1978, we have built an enviable reputation for quality, reliability and customer service. With nearly 45 years of market knowledge and industry expertise, we supply ambient, chilled, frozen and bonded foods, non-alcoholic and alcoholic duty-free beverages, consumables and hotel stores, as well as ‘deck and engine’, technical and general chandlery items to UK cruise and ferry operators, merchant fleets and the military.Committed to working in partnership with our customers and suppliers, our scale of procurement and sourcing range, together with our expertise in logistics, storage, and port and customs procedures, enables us to provide a single-point-managed service for a full range of products, from initial order through dockside delivery.

At Délifrance, we believe that every day doesn’t have to taste like everyday. Each day is a reason to enjoy every bite of it. That’s why we put all our know-how and heart into crafting delicious bakery products that re-awaken your senses and renew your delight for the everyday.Délifrance. Live everyday delicious.Délifrance is one of Europe’s leading frozen bakery manufacturers and is a subsidiary of the Vivescia Industries group, enabling and controlling the full value chain from field to fork.Part of the Board of Directors of Délifrance in the UKI region. Responsible for strategic direction and leadership for the UK operations, providing exceptional frozen bakery products to major retail and food service customers across the UK, Ireland and beyond.

'Inspired bakery'. At Délifrance we constantly strive to develop only the tastiest bakery products. Responsible for leadership for the UK manufacturing and supply chain operations, providing classic, rustic and artisan frozen bakery products to retail and food service customers in the UK and Ireland. End to end supply chain responsibility from global supplier base, through local manufacture and conversion, to outbound distribution via multiple UK and European 3PLs (circa 300 staff).

Mars Drinks is part of Mars, Incorporated which include some of the world’s most loved brands such as M&M’s®, Snickers®, Pedigree®, Uncle Ben’s® and Skittles®. At Mars Drinks, we create great tasting moments at work, focusing 100% of our energy and resources on the workplace and creating workplace vitality that drives productivity, engagement, collaboration and well-being.Part of the UK Supply Leadership Team and Global Drinks Leadership Community. Responsible for the leadership of the two UK manufacturing operations providing drinks and machines solutions to markets in the UK, Europe and the Far East. Supply chain responsibility from inbound component supply, through local manufacture, to outbound finished good distribution via UK/European 3PL (circa 120 staff). • Integrated historically and culturally disconnected manufacturing and logistics operations across multiple sites to create a single, cohesive and engaged Supply function. • Established cell-based operational structure with autonomous responsibility, focused on delivering improvements against Service, Cash and Earnings metrics.• Consistently delivered improved performance in health and safety, quality, factory efficiency and service metrics.• Implemented Ideal Plant Program (Operational Excellence), driving improvement in areas of organisational structure, process & equipment standardisation, problem solving and escalation, and maintenance/reliability performance. • Enhanced employee and contractor engagement through robust development plans, high-performance collaboration methods and impact planning. Increased Gallup engagement scores from 58th to 83rd percentile. • Developed, co-authored and embedded Mars Drink’s Behaviours to Win, creating a clear and tangible expectation of associate behaviour. • Developed and facilitated the segment’s Passion for Drinks training, to ensure a consistent understanding of Mars Drinks’ vision, ambition and ethos.

Part of the senior leadership team, leading the 24/7 processing, blending and packaging operations. Responsible for strategic improvement and efficient manufacture across 35 manufacturing processes (250-280 staff).• Implemented five year strategy for the site manufacturing operation, delivering tangible improvements in safety, quality, compliance, customer service and cost performance.• Drove the establishment of cell-based manufacturing structure with autonomous responsibility for developing and delivering improvements in areas of health, safety & environment, cGMP, training, yield and maintenance effectiveness.• Demonstrated repeated year-on-year improvement in plant efficiencies, equipment performance, utilisation and availability throughthe application of lean manufacturing techniques such as kaizen and TPM.• Delivered continuous improvement in manufacturing quality, hygiene, complaints reduction, regulatory compliance and internal/external audit performance.• Collaborated with Marketing and Development functions to ensure effective commercial launch of new products, delivering an increase in market share. • Spear-headed whole-scale review of operational labour utilisation and organisational structure to deliver enhanced flexibility at reduced cost; gaining union support through collective agreement negotiations.• Delivered a site absence rate of less than 2%, through robust and thorough performance management.

Selected as one of 24 national entrants to the NHS Gateway to Leadership programme; bringing private sector senior management expertise and experience to the public sector. Responsible for leadership of multi-disciplined team of healthcare programme managers to deliver multi-million pound commissioning programme. Achievements included: Leading and delivering a five year strategy for NHS Urgent Care in East Kent, and; developing operational plans for healthcare commissioning, enabling the realization of substantial financial savings.

Part of the site’s senior management team, responsible for total operational leadership of the UK pharmaceutical manufacturing facility (130-140 staff). • Demonstrated continuous improvement in operational and engineering areas through use of lean manufacturing techniques such as autonomous maintenance, six sigma and 5S.• Completed review of organisational structure within the manufacturing operation, delivering a head-count reduction of 25% and associated operational savings with no impact on customer service.• Led cross-functional team to develop and implement successfully a business value stream structure, encompassing the whole supply chain across all operational areas.• Repeatedly absorbed inflationary increases into annual budgetary reviews through yield improvement, waste reduction and improved equipment efficiency, demonstrating year-on-year reduction in annual operating costs. • Consistently improved performance in cGMP, quality and regulatory compliance across all operational areas.

Responsible for leadership of site engineering teams, including capital project, contract engineering and engineering compliance activities. • Formalised the capital planning and project management processes, ensuring all activities were scoped, funded, planned, risk managed and executed within aggressive time, cost and compliance parameters.• Consistently delivered annual capital plans of £5-10m across a range of pharmaceutical manufacturing, packaging and medical device operations and facilities projects. • Implemented Oliver Wight Operational Excellence in Continuous Improvement, achieving Class A accreditation.• Instigated formal Value Engineering strategy and tools, creating enhanced performance and cost benefit.• Conducted a formal evaluation of the site’s MRPII Class A implementation and developed recommendations for sustainability and further enhancement. Subsequently provided operational support for ERP (SAP) implementation.

Provided leadership for the UK pharmaceutical packaging operation and medical device repair facility (90 staff). • Demonstrated repeated annual improvement in operational and financial performance whilst maintaining exceptional quality standards and customer service performance.• Realigned the medical device operation to deliver improved response time, increased quality and reduced cost. • Introduced key performance indicators and visual factory concept, providing a focus on increasing operational performance and demonstrating continuous improvement.• Led the implementation of a formal S&OP process, aligned with all aspects of Oliver Wight standards of Operational Excellence in Planning and Control, achieving Class A accreditation.• Led the successful introduction into the packaging operation of the corporation's latest injectable 'pen' device. • Engineered a packaging operation ultimately recognised as a global centre of excellence within the corporation; receiving President’s Award in recognition of “exceptional leadership and business impact”.

Responsibility for the 24/7 operation of new high-speed infant-care converting and packaging lines.• Led the operational project team to install state-of-the-art high-speed converting/packaging lines culminating in best-in-corporation start-up curves.• Selected for one year leadership secondment to USA.

Led the procurement, installation and operational commissioning of packaging equipment for a £150m greenfield site.

Charged with the design and development of special-purpose manufacturing and packaging equipment.

Responsible for the development of airborne military decoy countermeasures and associated manufacturing processes.