Following a successful career at Smiths Group PLC (John Crane) I took a conscious decision to seek out an opportunity in a PE backed Industrial business and I joined Signum technology as Chief Executive in 2016 with an objective of turning around performance and leading the business through exit for Phoenix Private Equity Partners.Under my leadership Signum successfully developed and launched new products and expanded its service revenues; in particular established a leadership position in the fast-growing LNG market; carried out targeted M&A; and it successfully restructured and expanded its manufacturing operations. As a result Signum more than doubled in size and profitability which in turn delivered a positive and favourable exit for Phoenix and successful integration into Trelleborg, who ultimately acquired the business .

This interim consultancy role is accountable to the Chief Executive for the Profit and Loss of the EMEA business including all relevant Sales, Service and Operations across the region.In December 2015 Bekaert and Ontario Teachers Pension Plan (OTTP) announced subject to regulatory approval the planned merger between the Global Ropes and Advanced Cords Business of Bekaert and Bridon to form Bridon Bekaert Ropes Group. During the period of regulatory approval, the purpose of the role is to relentlessly drive the day-to-day Sales and Operational activities in EMEA alongside introducing a strong regional structure into the EMEA business ahead of the planned merger of Bridon and the Advanced Cords Business of Bekaert.

Main board position, reporting to the Divisional President. With a team of 12 direct reports responsible for the growth of the John Crane Global OEM and Projects business. Profit and loss responsibility for £406 million of business employing 1100 people across the globe including the USA, Europe, Middle East and Asia PacificSales and Operational responsibility for 32 facilities servicing over 1000 customers including major global OEMs and EPC customersSuccessfully established leadership team and completed business strategy to significantly increase our project win rates in support of the overall business strategyCarried out a complete review of the organisation design increasing spans of control and reducing the overall number of layers in the business to drive faster decision makingLeading a global Sales transformation effort aimed at developing a more agile, effective sales organisation capable of selling a broader range of products and servicesContinue to drive and deliver strong financial, ethical and EHS compliance across the business

Main board position, reporting to the Divisional President. With a team of 9 direct reports responsible for the expansion of the business’s product and service offering across the Asia Pacific region.Profit and loss responsibility for £140 million of business employing 1200 people across the Asia Pacific regionSales and Operational responsibility for 50 facilities operating across 10 countries (including Joint Venture in Japan) servicing 2500 customersDevelopment and execution of strategies to drive top line profitable growth across the region including in fast growing economies such as China and IndiaExpansion and development of the sales and service footprint to support an increasing equipment installed baseEstablished and developed a local leadership team with the objective of creating local leadership successionDelivered strong financial and ethical compliance across the business

Main board position, reporting to the Divisional President. With a team of 7 direct reports responsible for the expansion of the business’s product and service offering including profit and loss of all newly acquired companies.Profit and loss responsibility for £85 million of business with sales on a global basis and 6 operational sites in the USA, Holland, Germany and the UKCompleted and integrated two newly acquired businesses (Holland and USA) into the John Crane business including management team developmentEstablished strong financial ethical and safety compliance in all businessesDevelopment and execution of strategies to leverage the new acquisitions across the global businessLed two newly acquired businesses through SAP implementationIdentification and execution of additional acquisition opportunities

Reporting to the Divisional President, working alongside the newly appointed global management team instrumental in establishing one global operating organisation.Led a team responsible for the identification and acquisition of companies to expand the business’s product and service capabilityAcquired a US based hydrodynamic bearings companyAcquired a Dutch based filtration company and took responsibility for the subsequent integrationResponsibility for a £85m profit and loss accountLead a team of seven product line directors responsible for the strategic development of John Crane’s total product and service portfolio including new product development opportunitiesEstablished and led a global team responsible for marcoms and investor relations activity

Appointed to the main board of John Crane EAA reporting to the Managing Director John Crane EAAResponsible for £48 million of complex project sales across Europe, Asia and AfricaRe-organised the engineering team into an R&D focused organisation and secured over £4 million of R&D fundingMaintained responsibility for sales and contribution of turbo product

Leading a team of 5 direct reports and 43 indirects responsible for sales growth and contribution improvement of the turbo product and services sales (£48 million annual sales).Turbo Machinery Division awarded Queen’s Award for International TradeSuccessfully shifted the business towards the aftermarket whilst maintaining relationships with important original equipment manufacturersWas part of team tasked with developing a strategic plan to double the business through product and service expansion

Based in Stavanger, working for the Managing Director of Northern region. Led a team of 5 direct reports to re-establish a complete sales and service capability within the country.Re-organised service capability closing two existing service locations and re-establishing service operations in locations closer to the customerEstablished good working relationships with major customers resulting in two major frame agreements

Project management of large EPC contractsExternal and internal sales responsibility for large OEM accountsSupervised the transfer of UK company’s project management and contract administration functions to the US