Responsible for managing, developing and growing a family owned business that manufactures specialist marine doors and supplies to global companies in both the onshore and offshore markets.Budget management and control: £8M, P&L responsibility without sales.Established robust operations procedures, controls and measurement.Developed team motivation and improved communication, performance and customer outcomes at all levels.Improved Health & Safety awareness through the implementation of a Health & Safety Committee, toolbox talks and training.Key Achievements:Sales orders increased by £1.1M from 2014, including two large orders for shipyards in Singapore.Manufacturing output increased by 28% and labour cost recovery improved by 28%.Stock write offs reduced from £74K in Jan to £12K in Aug.Fast track engineering process introduced for standard product resulted in 75% time saving and improved customer lead time.

Responsible for managing, developing and growing a family owned business supplying metal products to global companies.Overall responsibility for all site functions with 140 staff and for mentoring the owner's son as part of succession plan.Budget management and control: £18M, full P&L responsibility.Developed lean and continuous improvement methods.Set up a control room, developed OEE measurement and balanced scorecard.Established supply chain, logistics and an HR function.Key Achievements:Improved Health & Safety performance and customer delivery outcomes.Operated as lead for project to implement new ERP system.

Invited to take the role and responsibilities of MD following the acquisition of Eurofriction Ltd in July 2010.Member of the UK Management Team with responsibility for all UK Group management responsibilities.Overall responsibility for all site functions with 195 staff and a £15.6M turnover.Member of the Independent Aftermarket Team, The TMD Friction Extended Leadership Team and the SAP UK Implementation and steering Group.Led post acquisition integration and transition to TMD structures and systems.Led project to identify and leverage benefits through synergy of both businesses.Key Achievements:Delivered project that resulted in £400K cost savings in 2012.

Leadership of all site operational functions.Initially Eurofriction was part of the Federal Mogul group of companies manufacturing disc brake pads in Private Label, Independent Aftermarket. In January 2006 the site Management Team acquired the business from Federal Mogul.Developed and implemented continuous improvement and lean initiatives.Developed and implemented a Manufacturing Strategy.Established robust Health & Safety and HR functions.Responsible for the leadership of cross site change management initiatives.Key Achievements:One of five members of management team that led the successful buyout of the business from Federal Mogul.

Managed the largest unit of three on site for this American owned global producer of components to the automotive industry.Responsible for a team of two functional reports, three co-ordinators, and 155 direct reports.Site responsibilities covered all areas: manufacturing, plating, quality, packing, dispatch, maintenance, and tool room.Successfully implemented a new planning system.Established robust continuous improvement and Health and Safety Programme.Contributed significantly to consultation/negotiation with Union reps, especially through 18 month phased redundancy to closure.Key Achievements:First unit on site to have all teams to first level recognition in autonomous manufacturing. With operators being responsible for productivity, quality, improvements, operating procedures, planning, training, and layout.Reduced customer arrears to below £100K from an inherited figure of £1M in six months.Led team to successfully transfer business to Czech Republic.