Responsibility for providing dedicated Integrated Supply Chain (ISC) support to the EMEAI and APAC Aero Aftermarket customer base. This was a new role in the region so a collaborative approach was taken with internal and external stakeholders to develop an operating system to deliver improved operational performance and maximise the output and value for the business and customers. All operational performance KPIs were stabilised/improved during my tenure including past due order reduction and increased output against a backdrop of continued supply chain disruption and increased customer demand ranging from 10-40%.

Responsibility for the Global Busines Improvement function with the objective to simplify the sales and contracting process and increase deal velocity. Utilising Lean/Six Sigma techniques carried out diagnostic to determine current business position and baseline. Identified ~100 improvement opportunities, assessed and categorised these into 70+ improvement actions, these were managed in a PMO methodology via individual functional work streams feeding up to the business leadership steering committee. Developed and introduced all supporting documentation, governance, reporting and MOS to underpin to successfully deliver the program.

Joined the business as the SME to lead the new product line through the first customer global deployment. Secured the first customer order taking a consultative sales approach to overcoming customer challenges. Managed the onsite product deployment at the customer site including management of engineers and customer training. Supported the sales effort in terms of new bid pursuits, RFP responses and attendance at trade exhibitions.

General management and overall responsibility for a multi business portfolio ($50M annual revenue / circa 250 FTE). Delivered record operational performance whilst improving margin by 8%, reducing headcount by 10% and improving safety performance by 70%. Led the business through contract renewals and supported international wins and contract start-ups.

Overall business responsibility for the UK Airside GSE business ($30M annual revenue / circa 200 FTE). Led the business and supported our clients through the busiest summer schedule at Heathrow Airport. Successfully led a complex round of pay negotiations with the unionised workforce and also planned and implemented an exit strategy of an operational site that had become unviable.

Responsibility for a multi site 24/7 operation across the UK Airside GSE business (7 sites / circa 150 FTE). Delivered improvement initiatives to reduce overtime costs and introduce a more efficient shift operating roster. Led the operations team through the ISO recertification process covering health, safety, environment and quality.

Designed and implemented a new business department which included responsibility for customer account management, engineering support and project management, quality management and data analytics. Supported the introduction of a new business asset software system and led a team of engineers and project managers to successfully deliver a customer capital program of circa $100M.

Cradle-to-grave technical responsibility for portfolio of airport GSE including technical design and specification, procurement, accident investigation, modification and through life maintenance standards and costs. Led the development and implementation of a fleet wide telematics system (+1000 assets) and provided in-service reports and fleet profiling based on operational requirements and equipment utilisation. Responsible for management and delivery of all technical training across the business including a multi-cohort apprentice training programme.