Responsible for the performance of all manufacturing and operations departments and functions across the Foam Products sites with full Profit and Loss Responsibility. Responsible for the following functions: Health and Safety, Manufacturing, Supply Chain, Customer Service, Quality, Operational Excellence/LEAN, IT/ERP Systems, Business Analysis, Engineering/Maintenance.Achievements• Significant improvement in Health and Safety . Plants occupy first 3 positions in DSS Plastics League Table of Safety Performance• Improved Financial Performance . Profitability (RoS) from (1.3)% in 2009 to currently 9.6 % in 2016. . Return on Capital Employed (ROCE) from (2.7) % to 72% in the same timeframe.• Transformed Operational Performance . Introduced five year Strategic Operations Plan plus annual Plan on a Page Strategy . Moving Operations from implementing strategy to driving strategy. Moved business from Tier 2 to Tier 1 Automotive Supply at Nissan, BMW, Honda and JLR. Introduced successful Lean and then Lean 6 Sigma programmes. Investigated and changed Operational Culture • Significantly improved quality with plants now delivering world class quality levels. . TS16949 certified . Winner of Nissan Supplier Quality Award . Winner DSS Plastics Best Quality Performance.• Key Performance Indicators - performance improvement, e.g. . Quality, Speed, Dependability, Flexibility, Cost significantly improved• Introduced block moulding of EPS for construction and civil engineering for new product stream• Introduced manufacture of construction products to EN 13163• Major change management programmes undertaken, e.g. building new plants, closure of plants, management changes at an underperforming plants.• Introduced In-house NVQ/QCF Level and 2 in Polymer Processing and Business Improvement Techniques (LEAN)

Responsible for the P&L and management of a multi-disciplinary team across multiple manufacturing locations. The team consists of safety, production, quality, maintenance, projects, procurement, customer service and administration staff. Very much a hands on role, leading from the front and significantly contributing towards the management of people, products and equipment while achieving KPI and P&L targets.• Improved Livingston business from loss making in 2008 to profit in 2009 • Achieved OSHAS 18001 at Livingston in Feb 09 and Cork in Apr 09.• Managed redesign of Livingston plant main production area to improve capability and labour efficiency.• Shift patterns changed to drive efficiency and throughput and save energy at both plants.• Reduced Cork direct manning labour by 40% to bring labour in line with sales.• Re-launched Lean Manufacturing and extensive KPI measurement at Livingston • Introduced Lean Manufacture at Cork. • Managed the creation of BB and KP from strategy/capital justification through to commissioning.• Improved safety performance significantly between 1998 and 2006. • Increased profitability from a significant loss making position to approx 9% ROS in 2006.• Introduction of Lean Manufacturing resulting in improvements to both manufacturing performance and team working in a unionised environment.

I managed a multi-disciplinary team consisting of production, safety, maintenance, material control and production engineering staff. The total workforce was 70, turnover - £7m/pa. This was a safety critical, chemical processing environment. • Team leader for business division for implementation of ‘Investors in People’ award.• Restructured unit to increase efficiency and labour utilisation in a unionised environment - profit margins increased 8% from 1995-1997.• Managed capital investment programme totalling £1.8m over 2 years, delivering improved safety and production performance.• Introduced planned maintenance schedules across all production areas improving plant availability and safety.