Arif Mushtaq Email & Phone Number

Middlesbrough, England, Uk

Heading up an exciting company that has been built from the ground up since 2013 to include all services required to provide an end to end property proposition for investors and our internal group. From property & land sourcing, design, construction, lettings, property management and sales.

London, England, United Kingdom

Provision of management consultancy services to Banking and FS sector. The company also secures development & term funding for the Group's internal property development businesses.

Hammersmith, London

Reporting to the Group COODimensions: $3.5bn purchase base , 6 direct reports (85 staff across 18 Countries)Leading the Sourcing and Supply chain management for Capital EMEA's Fleet Leasing activities (250k cars under management, $2.5bn spend pa). Role also leads the management of all indirect costs of ~$1bn pa. Key achievements include:- Built a new Sourcing function following creation of Capital EMEA- Achieved savings of 7%-14% on indirect spend - Achieved… Show more Reporting to the Group COODimensions: $3.5bn purchase base , 6 direct reports (85 staff across 18 Countries)Leading the Sourcing and Supply chain management for Capital EMEA's Fleet Leasing activities (250k cars under management, $2.5bn spend pa). Role also leads the management of all indirect costs of ~$1bn pa. Key achievements include:- Built a new Sourcing function following creation of Capital EMEA- Achieved savings of 7%-14% on indirect spend - Achieved savings of ~1% to 2% per annum on direct spend (despite new car sales being off plan)- Implemented Oracle Purchasing across 13 countries- Reduced suppliers by 65%- Reduced fleet leasing Inventory 11%- Improved new car order to delivery cycle time from avg 118 days to 78 days- Increased payment terms from 17 to 74 days average. - Improved spend with corp preferred suppliers from ~37% to 55%.- Centralised >80% of IT spend under HQ- Developed automated reporting tools and metrics linked into the financial reporting cycle.- Led the introduction of new Supplier risk & compliance standards to meet FED requirements.- Aligned Sourcing savings to P&L.- Restructured team 3 times to achieve current org design. Show less

London, United Kingdom

This role reported to the Group CFO I designed and led a Board sponsored initiative to simplify the organisation and deliver significant cost benefits incremental to the existing business plan. The programme reported >£300 million net P&L benefit to city analysts vs. a market commitment of £250 million after 4 years. Key initiatives leading to the benefits were:- Organisational re-design to achieve an 8span X 8layer structure supported by a staff exit programme to… Show more This role reported to the Group CFO I designed and led a Board sponsored initiative to simplify the organisation and deliver significant cost benefits incremental to the existing business plan. The programme reported >£300 million net P&L benefit to city analysts vs. a market commitment of £250 million after 4 years. Key initiatives leading to the benefits were:- Organisational re-design to achieve an 8span X 8layer structure supported by a staff exit programme to reduce the Bank’s management staff- Re-designed and launched the procurement function with a new vision, policies, team, targets and mandates to deliver a a minimum 10% pa reduction.- Consolidated banking systems around one core banking platform to remove IT complexity & cost. Several million accounts migrated as part of this initiative.- Transformed the Retail Bank’s back-office operations creating an off-shore service center in India where common operations were centralised. Show less

London, United Kingdom

Role reported to the Director of Group Operations I Managed the Retail Banking back-office (Collections, Payment Processing and Banking Operations). a total of 5,500 FTE reported into role.Key Achievements include:- Introduced Activity based costing and established transfer pricing with internal customers- Closed 1 of 7 service centers (~400 FTE) through deployment of Lean techniques & off-shoring- Successfully set up and piloted Collections activities out of… Show more Role reported to the Director of Group Operations I Managed the Retail Banking back-office (Collections, Payment Processing and Banking Operations). a total of 5,500 FTE reported into role.Key Achievements include:- Introduced Activity based costing and established transfer pricing with internal customers- Closed 1 of 7 service centers (~400 FTE) through deployment of Lean techniques & off-shoring- Successfully set up and piloted Collections activities out of India- Achieved board approval for centralizing branch-based back-office operations - De-layered management structure from me to the most junior staff from 17 layers to 8- Designed a risk-based governance model to manage Operations whilst meeting FSA requirements Show less

London, United Kingdom

Role reported to the Divisional European CFODimensions: 22 countries, with 36 procurement staff, and with a $450 million spend. Key achievements included:- Achieved 4 consecutive years of >8% net cost reduction pa leading to GE’s “Excellence award”.- Centralized Sourcing across 17 countries to establish a Sourcing center of excellence in India. - Implemented Oracle Buy to Pay process across 17 Countries in 9 languages & one hierarchy - Delivered productivity… Show more Role reported to the Divisional European CFODimensions: 22 countries, with 36 procurement staff, and with a $450 million spend. Key achievements included:- Achieved 4 consecutive years of >8% net cost reduction pa leading to GE’s “Excellence award”.- Centralized Sourcing across 17 countries to establish a Sourcing center of excellence in India. - Implemented Oracle Buy to Pay process across 17 Countries in 9 languages & one hierarchy - Delivered productivity improvements using lean at c.50 suppliers resulting in 12-20% cost savings- Initiated a new “lean six sigma” process (6SAVE) as a supplier cost reduction tool across GE.- Laid down 3 year road map for cost reductions taking team into managing costs rather than price.- Established very high capability team across Europe through new hires and people development.Special Assignments (in addition to European Sourcing Director’s role)- Migrated card collections from the UK and improved £collected / FTE by 26%- Portugal: Merged two loss-making units (Cards / Auto Finance) to form a profitable business. Show less

Dunstable, Uk

Reporting to European CEOPromoted to Vice President and tasked with delivering further savings from the supply chain.Achievements included:- Secured low cost/high quality components supply back to Europe from China/Korea achieving additional 20% cost saving which made a significant impact to the UK plant’s bottom line.- Introduced Six-sigma Lean practices into Supplier operations to drive productivity savings

Turin Area, Italy

Reporting to the European CEOThe Italian operation was a company named "Fister Arms and Blades" which had design and manufacturing capability on one site in Turin, Italy.As Managing Director my role was turn the company around from making a €1.4mn loss to break-even within 1 year. This was achieved and the company survived within the group after it was returned to profitability.I operated in Turin on a full time basis for the duration of this assignment.

Dunstable, Uk

Responsible for purchasing and supply of all direct materials and indirect services into the business in order to support the daily production requirements. Role included the management of the following teams: management of Purchasing, Goods Receiving, Production control, Warehousing and Materials Planning, Supplier Logistics, Supplier Development and Supplier Quality Assurance.Key Achievements included:- Offset price rises of c.£4m to deliver a cost reduction of c. £7m… Show more Responsible for purchasing and supply of all direct materials and indirect services into the business in order to support the daily production requirements. Role included the management of the following teams: management of Purchasing, Goods Receiving, Production control, Warehousing and Materials Planning, Supplier Logistics, Supplier Development and Supplier Quality Assurance.Key Achievements included:- Offset price rises of c.£4m to deliver a cost reduction of c. £7m in 18m on a spend of £33m.- Negotiated customer price increases on back of steel price rises- China/Far East: Initiated low cost components sourcing to achieve savings of 15% to 70%. Show less

Dunstable, Uk

Responsible for all aspects of quality management across the factory, product ranges and customers. Key achievements included:- Improved customer quality from 1800 defects per million (dpm) to c.160 dpm.- Achieved ISO 9001 quality accreditation for the wiper systems factory.- Established effective (statistical) process controls across manufacturing environment- significantly reduced the level of manual inspections whilst increasing process Quality levels.

Dunstable, Uk

Roles within Delphi Automotive prior to gaining Executive statusJul 90 - Dec 90 Production ManagerOct 89 - Jun 90 Manager - Supplier Development Sep 88 - Sep 89 Quality Systems EngineerNov 86 - Aug 88 Research associate (in collaboration with Aston University Business School)

Msc, Information Technology For Manufacturing

One Year IT conversion course for Engineers that taught the latest IT tools and techniques available to manufacturing industries (e.g..

Bachelor Of Science (Bsc), Chemical Engineering, 2I

4 year engineering degree, 1 years industrial placement completed at British Steel.