After leaving Honda, I took the decision to move into a tactical leadership role within the aerospace industry. Responsible for all production planning, inventory control, stores & shipping functions, significant business improvement has been delivered including:o Delivered headcount reduction of 32% whilst simultaneously improving business performance.o “On Time Delivery” to customer improved from 79% to 95%.o “Overdue production revenue” reduced from £1.3m to £0.4m with increased monthly stability.o “Kitting On Time In Full” improved from 65% to 88%.o Implementation of departmental and business KPI’s with clear ownership, daily review and embedded RAIL.o Removed NVA spreadsheet planning, and reinforced best practice to allow MRP to run on live data rather than a fixed 10 year historical date.o Instrumental in cultural shift towards inter-departmental collaboration, aligned with individual ownership.• Ownership of production revenue delivery, daily reporting & revenue forecasting into the business pipeline review.

Reported to the main Director of Honda of the UK Manufacturing. Led a direct team of 30. Responsible for annual operating expense budget of c.£2.5billion and investment of £100m. • Successfully headed a newly formed department, to centralise & deliver a fully integrated approach to workforce planning, financial planning, production planning & business planning which delivered a 20% reduction in headcount.• Led a recruitment process to hire and retain 640 new temporary associates. Guided team to investigate and implement improved assessment processes including Honda’s first production line simulation for recruitment assessment, reducing attrition from 43% to 24%.• Led the collation, preparation and delivery of the annual governance evaluation on behalf of the MD. This involved major presentation to main Honda Board covering key topics such as: corporate governance, strategic direction, production status, quality improvement, profitability management and brand promotion. Successfully passed annual evaluation with positive feedback to full Honda Motor Board. Requested to share content and approach with regional HQ, to standardised across other European factories.• Successfully transitioned strategy setting from Japan executives to UK, enabling greater buy in and support of the local management team. Worked in partnership with the local director to define the top level 3 year business strategy, supported by business plans across the organisation to deliver the strategic vision. • Consult, negotiate and share information with union on matters regarding future company direction, production & business policy. • Completed “critical role / critical person” analysis of the planning team & identified succession plan. Developed individuals providing them with coaching, opportunities to demonstrate their capability and increased their exposure to executives and senior managers. This led to the successful promotion of 2 section managers into department managers.

Reporting to the local New Model Division Manager, with project reporting to Chief Designer in Japan. Responsible for new model development, managing a matrix team of 30 associates, ensuring successful implementation of Honda’s first in house diesel car globally.

Reporting directly to the Engine Division Manager, this role was developed from an initial responsibility of Cost / Manpower / Investment planning to include strategic business planning and future business modelling.

This position was created by Honda to specifically improve and effectively organise the evaluation and budgeting of future capital spend (excluding New Models). This continuous improvement role involved the following phases:1. Co-ordination of Capital Budget including target setting and evaluation of budget submissions.2. Design and specification of a bespoke investment budgeting tool.3. Implementation of an “Investment Appraisal” Tool and evaluation process.

Reporting to the Finance Director, Siemens Microelectronics, the role involved managing a team of 6 people to develop and optimise long term strategic business plans for the North Tyneside facility. The key elements are; • Strategic Production Planning • Headcount Planning • Capacity Planning• Investment Controlling (£641m) • Equipment Planning • Market Awareness

Manufacturing Analyst, reporting to the Plant Manager. Various projects including the implementation of Company Scorecards & Polymer Regrind achieving £350K saving per annum.

Project engineer for the import substitution of a cable assembly manufacturing cell.

Eight million pound annual spend of procured aircraft components.

Commercial Apprenticeship