David Thomas Email & Phone Number

Birmingham, GB

United Kingdom

• My business provides interim operational services.I adopt a very much “hands on” management style with an inspirational leadership approach. I drive continuous improvements through the business via employee.
• Professional - Capable of reporting directly to senior management, the board or shareholders displaying a high level of integrity and governance always.
• High achiever - I bring no political baggage and always exceptionally focused on delivering the agreed business objectives and timescales.
• Management bandwidth - I can view business opportunities/challenges from an outside looking inwards viewpoint, challenging the status quo.
• Highly motivated - I thrive on new challenges and am adaptable to different organisational cultures to drive through the necessary changes required.
• People person - Mentoring and supporting individuals/teams whilst addressing performance related issues via consistent methods of due process.

Derby, England, United Kingdom

South West Midlands

Regional board level input aligned to business sector matters and membership strategy proposals.

Redditch

• Contributed in the development of the overall business strategy and implementation program to deliver the business objectives and facilitate the planned business growth.
• Key client retention via improved product quality, customer delivery service and existing product development.
• Successfully presented capital projects for approval and managed installation to offer new value-added product lines to contribute to the continuous improvement of both existing and new customer market demands.
• Developed effective communication mechanisms and collaboration within the business to assist both internal and external customer needs.
• Reviewed and remodelled the operational cost base for alignment with the business strategy.
• Reviewed and implemented a staff training program to ensure a flexible, adaptable, motivated operational skill base to support the business strategy. Specific accountabilities and performance measures put in place for.

Birmingham, United Kingdom

• Reviewed and implemented improved production workflow and methods for direct cost benefits.
• Played a key role in a new MIS investment program and successful implementation plan.
• Reviewed the estimating data for input into the new MIS platform.
• Aligned the operating costs with the business budgeted requirements.
• Introduced a capital investment program to support the budgeted Sales forecast.
• Successfully managed delivery of time critical, sensitive documents from the initial customer technical consultation to the final despatch of product to the customer location(s).

United Kingdom

• Performed a key role in the business strategic planning and budgeting.
• Performance management of group operational teams to drive achievement of annual budgets and key strategic objectives.
• Reviewed acquisitions and existing company disposals in line with the business strategy.

Birmingham, United Kingdom

• Addressed longstanding personnel issues without any tribunal implications.
• Reviewed and implemented improved production workflow and methods reducing direct internal costs.
• Reviewed the estimating platform data for accuracy and commercial costing purposes.
• Aligned the operating costs with the business budgeted requirements.
• Introduced a capital investment program to support the budgeted Sales forecast delivery.

A1 Trade Print Services

Successfully worked with the Managing Director as an Interim Operational management support role introducing operational efficiency gains and cost reduction opportunities.

Warwick

• Maximised business revenues during business close program.
• Optimised production equipment utilisation and efficiencies.
• Reduced operating cost base aligned with the business capacity needs.
• Increased inter group sales opportunities via improved internal communications.
• Assisted closedown process of in house manufacturing unit.

Birmingham, United Kingdom

• Improvement of productivity (value added per production employee) by 45% between January 1999 and September 2000 with minimal capital expenditure.
• The improvement of “on-time” delivery performance from an unmeasured low (less than 60%) performance to over 90% by the introduction of disciplined manufacturing cycles, colour coding of work and factory barcode job.
• Record throughput and monthly invoicing.
• Involvement in the operational planning and budgeting process to achieve the company strategy program.