Danny Thomas Email & Phone Number

Preston, England, GB

Warton, England, United Kingdom

• Accountable for leading all aspects of integration across the full scope of Europe & International Typhoon major export campaign activity:
• Lead the development of an integrated technical, manufacturing, procurement and support solution to secure significant Typhoon sales, which will significantly grow the Air sector business.
• Drive and integrate solution development across the Typhoon enterprise for a number of critical campaign elements; aircraft standard, production rate, obsolescence mitigation, supply chain pricing and support.
• Manage and coordinate campaign requirements across internal and external stakeholders - across the Air sector Service Delivery Units, Europe & International delivery streams, and strategic suppliers.

Redhill, England, United Kingdom

• Spearheaded EMEA Service Business with team of 130+, directing service management and programme delivery, contracts, and customer satisfaction for 20,000+ fleet of advanced security detection products:
• Delivered record high service revenue of £40m in 2023 (up 15.5% on 2022), by negotiating increased spares pricing and setting successful commercial strategy in new bids/proposals & contract renewals.
• Established new governance process & KPIs to focus on key cost drivers, with 12% reduction in outside service, 4% reduction in freight, and 1% reduction in travel, whilst growing revenue +£5m.
• Developed and implemented business growth strategy, with successful $11m Service contract secured from ANA – Aeroportos de Portugal.
• Launched new legal entity and new direct footprint in Portugal with and 14 direct employees to position for further strategic growth and increased profitability.
• Innovated a new customer satisfaction governance process with focus on the topics that matter most to drive improved relationships for strategically significant customers such as DHL.

Derby, England, United Kingdom

• Managed high-profile UltraFan® aero-engine development programme and total integrated business plan (£1.4bn EAC), which underpins all future Product Strategy for Rolls-Royce Civil Aerospace:
• Directed team of 650 people globally to deliver design, manufacture, and assembly milestones for first UltraFan® demonstrator engine, on-time and within £160m annual budget.
• Influenced Civil Aerospace Leadership Team to secure upgraded MoSCoW priority status to MUST programme, which was leveraged successfully to mitigate delayed manufacturing lead-times.
• Fostered a positive “how can we” culture in collaboration with key leaders across Engineering, Supply Chain, and Operations, to identify and deliver 4 months of programme schedule acceleration.
• Deployed and operated programme governance structure, chairing Integrated Master Schedule delivery, Product Change Board, risk management, spend to budget, & UK/EU Government funding.
• Planned and executed restructuring of master programme to defer £60m committed spend to achieve revised corporate affordability targets, with full ownership of all stakeholder communications.

Washington D.C. Metro Area

• Transformed Customer Management function with team of 35+ across North & South America, delivering step change improvements to customer satisfaction, customer issues management, & financial forecasts:
• Managed $300m per year American Airlines Group account, with laser focus to resolve longstanding high impact customer issues, to deliver significant increase in Net Promoter Score from 3 to 8 (of 10).
• Developed and agreed $700m commercial restructuring with American Airlines during Global Pandemic, to secure payment certainty whilst also strengthening the contractual position and value.
• Reinvigorated customer issues management KPIs and pioneered best practice governance process, with 51% reduction in customer escalations and 100% compliance to required best practice standard.
• Collaborated across the five global Customer Regional Teams to develop and implement new best practice standard for engine flying hour forecasting, driving increased rigor in financial reporting.
• Restructured the Americas Customer Management Team to right-size with post-Covid demand.

Derby, United Kingdom

• Headed the Trent XWB-97 Continuous Improvement master programme through to engine concept definition, with P&L accountability to deliver £280m business plan, and 150+ global team:
• Delivered the Trent XWB-84EP preliminary flight test programme ahead of customer committed schedule, with formal recognition as Rolls-Royce Trusted to Deliver Excellence Awards 2018 Finalist.
• Developed and agreed the industrialisation strategy for Trent XWB-84EP with senior internal and external stakeholders, including commitment acceptance of supply chain risk mitigation plan.
• Streamlined the industrial governance on the Trent XWB-84EP, with a 52% reduction in content and 78% reduction in actions through leverage of trust and transparency with the customer.
• Collaborated with Airbus and Supply Chain leaders to pioneer an industrial risk assessment process, which was accepted into Product Lifecycle System operating model as best practice.
• Simplified the Trent XWB Supply Chain Requirements Document from 29 pages down to 9 pages, eliminating waste and ensuring all relevant requirements were captured, visible, and met.

Derby, United Kingdom

• Managed critical parts delivery, issues, and escalations for New Product Introduction engine programmes including Pearl 700, Pearl 10X, and UltraFan®, optimising sequencing for Supply Chain Operations:
• Led the implementation of Programmes Customer Excellence Centre for portfolio management, with responsibility for execution of Civil Aerospace Portfolio Governance.
• Developed new Product Introduction CEC structure in 2017 to align with the new organisation, which included early warning metrics to proactively manage risk, and operational sequencing decisions for constrained.
• Facilitated the Civil Aerospace Programmes Senior Leadership Meetings in 2016 and directed the organisation of the Programmes Senior Leadership Conference in 2017.

East Kilbride & Inchinnan, Scotland

• Oversaw engine strip and inspection production lines for 3 products with 71 direct reports across East Kilbride and Inchinnan facilities with $2.6m budget, delivering safety, quality, delivery, and cost targets:
• Managed facility transformation to relocate 3 major production lines from East Kilbride to Inchinnan.
• Co-ordinated the 2016 Business Plan Deployment for the CSME business sector, working closely with the Chief Operating Officer and Executive Leadership Team.
• Delivered $7.5m year-end cash benefit via development & execution of supply chain strategy
• Innovated data driven operations reporting system to drive daily focus on critical path issues whilst delivering TRT reduction through data driven continuous improvements.
• Led cross-functional team on sales and marketing project to deliver additional $520k year-end profit.

Montreal, Canada

• Implemented best practice inventory reduction programme from East Kilbride facility, with differential “Just-In-Time” ordering system introduced for new parts orders to deliver permanent $2.4m cash benefit:
• Developed inventory forecasting model with future visibility increased from 1 week to 1 year.
• Redefined governance structure, tools, and escalation process, throughout entire kitting cycle.
• Created inventory management tool to facilitate continual optimisation of all high-volume spares.

East Kilbride, Scotland

• Formulated site inventory reduction strategy and won prestigious CSME President’s Award for Cost in 2014 through delivery of £12.7m inventory reduction programme to achieve year-end inventory targets:
• Implemented differential material ordering system which utilised “just-in-time” lean manufacturing methodology to yield permanent £6.2m cash/inventory benefit.
• Delivered £6.5m (46%) finished goods reduction through improved use, returns and targeted sales.
• Developed automated inventory forecasting model to set budget & forecast at 97% confidence level.
• Implemented improved invoice process which eliminated non-value-added steps to reduce process lead-time from 5 days to 1 day, driving +£5m step change increase in business cash flow.

East Kilbride, Scotland

• Managed and controlled customer engines and accessories through complete overhaul cycle, delivering contractual turnaround-time and cost, whilst ensuring compliance to engine maintenance plan and customer requirements:
• Developed automated part standard process which minimised non-value added steps to deliver turnaround time reductions of 52%-79% across three engine programmes.
• Implemented performance management tool to technically monitor all work in progress engines. New process utilises visual management tools and facilitates KPI measures for entire Technical function.
• Innovated part transfer process utilising poka-yoke & visual management tools. Identified as best practice by Quality Executive. Owned process and led read-across to all engine programmes.

East Kilbride, Scotland

• Delivered $2.6m transformation project beyond specification, on time, and $800k under budget to enable operational capacity growth from 16 to 64 engine inductions per year to support strategic fleet campaign:
• Performed "beyond expectation" as recognised by MD, senior management and external suppliers.

Executive Masters In Business Administration, Distinction

Top 10% of the June 2019 graduating cohort, with an overall weighted course average of 74.92%.

Rolls-Royce International Business Awareness Course

This programme was based in the emerging country of Indonesia to identify the principles of conducting business internationally and.

Senior Executive Development Programme

This programme develops the knowledge and skills of senior managers in China Eastern Airlines and Rolls-Royce in key areas of general.

Master In Physics With Honours Of The First Class, Astrophysics

Activities and Societies: University of St. Andrews Boxing Club• Modules included Advanced Data Analysis, Computational Astrophysics.

Prince2 Foundation Certificate In Project Management