Dan Ward Email & Phone Number

United Kingdom

Thirsk, North Yorkshire, Gb

Scottsdale, Az, Us

Engaged to formulate and deliver critical strategies to spearhead transformations, increase profits/cost savings and head a management team to deliver key metrics determined by challenging KPIs, by this global corporation for the supply, control, application of specialist industrial coatings & sealants. To date, substantially impacted on cost-saving on a £multimillion spend, delivery performance and first-time right rates.

Newcastle Upon Tyne , Tyne And Wear, Gb

General Manager of a dynamic family founded British engineering company which designs & manufactures a unique range of industrial door systems for the UK and international market in nuclear, security, manufacturing, transport, offshore, utility and waste & energy industries. Held strategic and operational responsibility for the success and evolution of all manufacturing and supply chain activities of Hart, encompassing sales, production planning, purchasing, quality, distribution and maintenance.

Headhunted to fulfil a newly created role in this market-leading designer/manufacturer of hydraulic & pneumatic stainless steel control valves, pumps & components for Oil & Gas, Energy, Manufacturing & Automotive sector. Accountable for commercial, financial, product development and operational management of the site, optimising and systemising all areas to improve its P&L and developing a strong platform for expeditious growth. Energises and has built a high-performance multi-disciplinary team of 100 across sales, engineering, finance, production, quality & warehousing, successfully driving change. Introduced enterprise-wide KPIs & ‘Single Piece Flow’ improve lead times, supplier prices and on-time delivery achieving high Customer Satisfaction scores and created a value engineering ethos bridging sales and engineering. Conducts commercial activities, winning business with blue chips, whilst reviewing T&Cs and contracts to lift accountability and protect the company from de-evaluation as well shaping/embedding a comprehensive approach to risk management, impact assessment and risk mitigation plans.Develops strong systems/procedures including an IT framework which replaced project management and MRP software to advance monitoring of MI and continuous improvement.

Newcastle Upon Tyne, Gb

Head-hunted by the Managing Director to join an end-to-end manufacturing group supplying valves, controls and actuators for application in Oil & Gas and petrochemical industries. Oversaw strategic direction and profitable operation/development of the Welding & Controls business, leading a multi-disciplinary team of 40+ across project management, supply chain, logistics & finance.Re-engineered and embedded systems and procedures to guarantee polished operational and financial stewardship and robustly controlled operating and inventory asset budgets, applying effective Lean, Six Sigma and Supply Chain PQVC methodologies. Remodelled procurement and supply chain activities, influencing CIPS qualification to optimise processes and structure supplier arrangements which resulted in significant efficiency savings. Crucial involvement in the both commercial and delivery side of the business: Assembled successful bids with major Oil & Gas multi-nationals as well as managing the full life cycle, on-time/budget expedition of multiple projects, leading technical teams of up to 15 including designers, project managers, engineers & QAs.

Stanley, Co. Durham, Gb

Worked for an owner-managed Company of 120 employees providing sub-contract bespoke design and engineering solutions to offshore Oil & Gas, Energy, Automotive & Transport clients. As Engineer, involved in around 20-30 large projects annually and. Implemented innovation creating new relationships with multi-national clients including the design and end to end manufacture of bespoke stillages to support engines for Komatsu, which were adopted and rolled out globally.heavily involved in commercial activities supporting business development. Presenting advantageous marketing events including the NEC in Birmingham, which improved lead generation and working as a key member of the bid, securing new large lucrative contracts with the MOD. Improved project margins by making the best of procurement and establishing supply chain functions, including negotiation of mutually favourable agreements with major suppliers.