Established in 1999, Senstronics is a Joint Venture between Fortive (US) and Danfoss (DK), who share a 50/50 ownership of the business. Based in Newton Aycliffe, County Durham, Senstronics has successfully utilised semi-conductor technologies in the manufacturing of high-volume pressure transducers, delivering a unique technology for the ever-evolving and highly demanding Automotive, Industrial and Off-highway markets. Specialising in world-class, thin-film technology, Senstronics pressure sensing elements leverage a global supply chain and manufacture locally in a custom-designed, on-site, class 100 cleanroom using some of the most advanced automated machine tools available. With a current headcount of circa. 170 employees, the business is seeing unprecedented year-over-year growth, doubling in the last 10 years with plans to further grow output 150% in the next five years.

Tharsus is one of Europe’s fastest-growing technology businesses, helping companies take advantage of emerging robotic and strategic machine technologies to disrupt, lead and grow their markets. A design, manufacture, and aftermarket business specialising in robots and automation, working with clients to make their innovative ideas and their aspirations for market domination a reality by taking care of the design, supply chain, and manufacture on their behalf. As a member of the Executive Leadership Team, responsibilities include:• Strategic leadership of Supply Chain and Operations from procurement to customer delivery including creation and improvement of customer-specific supply chains, inventory and material management, operational planning, assembly and production, testing, warehousing, customer service, and delivery across, highly complex, engineer to order, make to order and make to stock products.• Driving EBITDA through optimisation of value-adding operations throughout the business by exceeding safety, output, throughput, quality, delivery, and cost objectives. • Building highly agile, world-class teams. Designing and developing strategic organisational structures. Recruitment and development of people to fill those teams and continuous monitoring, coaching, and development to ensure the teams are operating efficiently and effectively.• Developing Operational global standards and best practices in line with established professional institutions (ISO/ CIPS / APICS).• Expanding business capability by coaching, mentoring, and developing leaders, managers, colleagues, and graduates. • Development of a continuous improvement culture, developing and deploying 6-Sigma and Lean methodologies and toolsets.

Interact, coach and liaise closely with Executive Directors, Global Product Leaders, Regional Leaders and Operational Leaders to create an embedded Continuous Improvement culture in Howden that aligns with overall company strategy and lower-level business strategy. Driving greater depth of organisational capability throughout the organisation, at multiple levels, ensuring that all CBS activities are focused in an impactful way to drive bottom line results. A core component of Howden’s strategy is to embed the culture of Continuous Improvement through the Colfax Business System (CBS). Based on the Danaher Business System and the Toyota Production System, CBS is the foundation of Colfax’s culture and drives performance. Howden is a global engineering and manufacturing business which supplies high specification air and gas handling equipment to its core markets of Power Generation, Oil & Gas and Mining. It also supplies other process industries ranging from Building Products to Refrigeration, Paper, and Glass industries. Established in Scotland in 1854, Howden is headquartered near Glasgow with 6,000 employees in 27 countries and is positioned first or second in its specialist markets. More than 60-70% of revenues are derived from major ($multi-million) projects which utilise engineered to order and custom-manufactured products. The remainder of the business is focussed on higher volume product sales for wider industrial markets.

Working with Executive leaders and teams across Industrial, Service and Healthcare sectors, supporting enterprise-wide cultural change transformations to deliver double-digit business improvements in waste/cost reduction, productivity improvement and growth capability / capacity. Training, coaching and mentoring of leaders and teams to develop self sustaining capabilities and strengths to drive continuous performance improvement.Coaching and development of the business leaders on leadership and implementation of Lean, Six Sigma, leadership styles, cultural change, people development, employee engagement and empowerment to ensure rapid and continuous improvements are achieved and sustained for organisational improvement.

Responsible for the Vision, Mission and strategic direction and development of European Supply Chain projects and improvements, ensuring that all metrics are met across the division and driving cultural transformation through Coaching, Six Sigma, Lean methodologies, Employee empowerment and engagement.Leadership, sponsorship and implementation of pan European strategic projects involving: Manufacturing footprint rationalisation, network optimisation, outsourcing, offshoring, 3PL / 4PL, customer relationship management, supplier relationship management, Sales & Operations planning, Master scheduling, Demand management, inventory management/control and reduction, significant CAPEX projects, Warehousing, ERP systems, Cost reduction and customer service improvement.

Leadership of 3 manufacturing sites in the UK and Holland. Approximately 420 people and a total annual budget of 55Mio Euros. Specialising in the casting and coating process of solvent based pressure sensitive materials for various market segments including Automotive, Pharmaceutical, Wines and Spirits, Personal care and FMCG.Responsible for the strategic direction and development of all Supply Chain and Operations functions, including Manufacturing, Quality, Safety, Continuous Improvement, Engineering and Capital expenditure processes. Ensuring that all all operational KPI's are met across the cluster and driving cultural transformation through Six Sigma, Lean methodologies and Employee empowerment and engagement.

Leadership of UK manufacturing plant of 180 people and a 20mio annual budget.Responsible for all Supply Chain and Operations functions, including Manufacturing, Quality, Safety, Continuous Improvement, Engineering and Capital expenditure processes. Delivering all operational KPI's and driving cultural transformation through Six Sigma tools, Lean methodologies and Employee empowerment and engagement.

Leadership and development of 4 independent end to end Supply chain operations. Coordination of operational logistics, customer service, satisfaction and continuous process improvement across the 3 regions (UK, Netherlands & Belgium).

Responsible for day to day running of Manufacturing, Supply Chain and logistic operations of UK Manufacturing facility. Coordination across European facilities with regard to internal stocking, transportation and supply

Responsible for all continuous improvement activities across all areas in manufacturing facility. Leadership and coordination of projects, Kaizens, Green Belt and Lean training as well as the Management of the Quality function, covering raw material through to customer deliver and satisfaction.