Head of Repair for VeriFone EMEA: senior management position with responsibility for outsourced repair partners and internal teams in Portugal, Hungary, Turkiye, Israel and South Africa. Scope includes Repair, Customer liaison, billing, reporting and process implementation for up to 90,000 jobs per month received from Retail, Petro, Banking and FSO Customers. Primary responsibility is to ensure Customer requirement is met or exceeded throughout the Service cycle while remaining within budget. I have been responsible for setting KPIs with the Suppliers, and the ongoing monitoring & correction for deviation. Through close contact with the Suppliers and by utilising Continual Improvement techniques employed in earlier roles, turnaround times have reduced considerably leading to better than contracted performance across a number of major clients and an average of 99%+ delivered on time. I have led various projects targeting KPI improvements including:• reduction in QA failures to <1%, a reduction in QC failures by 15% quarter on quarter• improvement on the adherence to Customer SLA (reducing the cycle time on our main product for our largest Customer by 75%).• Cost saving exercises amounting to 800k USD bottom line saving in a single year• Process improvement projects reducing affected operational costs by over 15%

During my time with Symbol Technologies, I held a number of managerial roles including Fastrack Service Operations Manager, International Repair Centre Manager and UK Depot Operations Manager.• Improved Fastrack Service (Premier Advanced Exchange) on time delivery from 70% to 95%• Member of Customer Services management team• Liaising with Service Account Managers (SAM’s)• Giving performance based presentations to Senior Management Team• Leading on-site customer visits• Supply Chain ManagementIn June 2002 I was asked by the Northern Region Services Director to design and implement a new UK Subsidiary• By reducing costs, the National Repair Organization helped to increase Service margin by 10% in 3 months and maintain a 32% profit margin• Direct management of Logistic and Technical staffIn February 2003, I was seconded by the Senior Services Director of EMEA to manage and maintain the UK based International Repair Center (IRC) during its 12-month relocation to the Czech Republic• Day to day management of the IRC staff and associated running costs• Responsible for correct handling of redundancies for the 103 staff spread across management, production, stores, logistics and administration. • Liaise with Regional Directors in order to schedule work flow for the 12 European subsidiaries• Reduced backlog by 74% in just 4 weeksIn April 2004, I was transferred to Worldwide Depot Operations working directly for the Vice President of Global Repair and Logistics.• Relocated National Repair Organisation and its 39 staff• Designed and implemented Tier 1 and 2 Quality auditing processes.• Implemented Lean 6 Sigma and workplace 5S• Progressed business to meet with EMEA wide re-profile• Managed and closed 3rd party activities• Created Logistics activities in order to fulfil Customer requirement while moving repair operations to the Czech Republic

With direct responsibility for Technical, Supervisory and Logistic staff I gained experience in people and process management and would take over plant level responsibilities when required.I was also responsible for the collation and analysis of the Key Performance Indicators (KPI’s) and their subsequent corrective actions. Implemented numerous improvements using Kaizen tools, which led to a 50% decrease in rejects and a product throughput improvement of 6 days down to 2.Other day-to-day responsibilities included Material Requirements Planning, Project management, Facility management, editing & auditing of ISO quality procedures, procurement & stock control. I also held an active role in the Customer Service and Sales departments which involved preparing, monitoring and maintaining Service Level Agreements (SLA’s), cost analysis of existing business and pricing for new business opportunities. All technical escalations would be dealt with via my office.