Undertaking Assignments Delivering Breakthrough Performance, Managing Change and Implementing Lean Business Systems.- Implemented Agile & Process Management into IT Technology Start Up - Interim CEO for Technology Start Up from ICL - Supported UK Charity with Merger & Integration Planning- ERP Review & Audit for major Engineering Company- Implemented Group Level Project Management Office- Project Management support for Plant Implementation - Development of IT/IS Strategy for Engineering Company- Ran Organisational Design Workshops - Development of a Technology Innovation Road-map for Injection Moulding Company- Supported a ERP Selection Process- Recovery of a Post Acquisition Integration Programme- Supported CIO in implementing basic lean processes into IS Support Function- Mobilisation of a Business Performance Transformation programme

ESAB is a market leading global manufacturer of welding Consumables & Equipment with a turnover of £1.2b employing 9000 staff in seven regions of the globe. Appointed as CIO in 2006 when IT & IS was fragmented and a constant barrier to developing the business. The IS Services were poor and the majority of projects failed..• Built a Global IS organisation operating on the Managed Services model using Lean Principles and Policy Deployment. In 2005, as part of the Executive team participated in the Developed the Lean Thinking Business Strategy and maintained a Business focussed IS Strategy with strong business executive ownership. • Deployed Lean Agile Project Methods as part of the execution strategy enabling the migrating from multiple ERP Platforms to a single standard (Movex). This delivered; cost reductions based on the SSC in Budapest and supported the restructuring of the Supply Chain to dramatically improving OTIF delivery to customers. The IS Strategy further supported Customer Focus with increased sales and lower cost to serve by implementing a Web Front End using Agile Project methods enabling direct sales to the distributors.• Strategy and roll out of low cost ERP Standardisation based on iScala to support growth in Asia Pac & China followed by the implementation of a Lean IS Support model for the Region• Standardised and completed of SAP upgrade and implementation throughout South America. Subsequently Implemented SAP CRM and piloted Lean IS SAP support in Argentina. Migrate the Platform to North America and launched a major ERP Transition programme to migrate from multiple outdated BPCS systems to a single instance of SAP.• Participated with Central Lean Team and strategic Partners (Unipart) to develop Lean Practitioner training and Lean Leadership training for Global IS Function. Ran a series of Lean IS/IT Pilots covering IS planning & policy deployment, Lean Service delivery and Support and well as Lean Agile IS Project Management

RMC Group was a leader in the supply of Ready-mix Concrete, Aggregate materials and building products. The UK Business, with T/O of £1.1bn, employing 7500 staff was structured into three product line Divisions. Reporting to the EXEC Director UK & US, as IS Director had responsibility for all IS Services & Projects within the UK. 100 Staff, £20m Revenue Circa £7m Capex per year. • Consolidated three separate IS departments and developing strategic IS Roadmap for the Modernised the IT infrastructure and the migration from a fragmented systems platform to SAP implemented throughout the organisation. • Migrated the systems to a single common SAP Platform and Implemented a UK wide Shared Service centre in Newcastle. The SSC reduced the back office staff from a total of 400 in 30 units to a single team of 160 based in the SSC. Working with Celerant Consulting, standardised the operational processes, implemented a Visual Management and daily continuous improvements practices.• Programme Director for a business transformation programme, restructured the entire business from 30 businesses operating in three product line divisions into five multi product businesses. This restructuring reduced the headcount by 500 staff with cost savings of £20m. Developed and implemented a four layered engagement model based on Engagement, Validation and Interventions (EVI)

Cellnet was one of the early Mobile Phone Network providers and n 1992 employed 400 staff which grew to 2000 by 1996. Cellnet was owned by BT & Securicor.Reporting to the IS Director held the roles of Development Manager, Technical Manager & IS Services Manager. Over a four year period, which saw the explosion in growth within the mobile phone sector, I supported the IS Director in building the IS Department.• In collaboration with CSC built a Systems Development Department including methods, processes and infrastructure.• As Technical Manager Built the IT Infrastructure and managed the migration of production services to a new data centre in Salisbury.• Built the Support Services and support function including systems people and processes.

Land Rover is a market leader 4x4 vehicle manufacture based in Solihull Birmingham. Initially reporting to the Land Rover IS Director had responsibility for all R&D Systems. Following the transfer to British Aerospace changed reporting to the Rover Group Director of Product Supply with responsibility for R&D Systems for both Land Rover and Rover Group• Developed and implemented the Computer Aided Engineering Strategy for Land Rover Based on Computervision Cadds4x and Product data management. Additionally implemented systems for Styling, Design Analysis and Engineering BOM management. • Redefined the CAE Strategy for Rover Group which included its strategic IT technical relationship with Honda. Supported lean and reduction of styling times from 27 weeks 17 weeks as well as a group wide TQM programme.

Doctoral Research programme “Computer Aided analysis of Thermoset Injection Moulding”. Sponsored by BIP Plastics.• Developed a method to predict the injection moulding cycle time and pressure for thermosetting compounds. For a number of simple products.• Applied the method to enabled BIP to calculate the cycle time and select the production line. Enabled BIP’s commercial function to provide “budget estimates and quotes” within hours and days compared to their competitors who required weeks and even months to conduct workshop trials.

1980’s - Part time Lecturer, Dept of Adult Education Leeds University. 1980’s - Set up and managed a Computer Aided Engineering laboratory at Aston University. 1980’s - Managed the Support Staff in the Dept of Computer Science, Birmingham University. 1980’s - Computing technician to support Mental Handicap applications, QE Medical Centre Birmingham.2005/6 - Interim Technical Director for ESAB R&D Sweden, 2005/6. 2007/9 - Trainer & Mentor for Project and Programme Management. 2007/9 - Project Manger for Business Continuity Manager Management.2010/12 - Sponsor for Lean Academy and Lean Leadership Training and improvement initiatives.