In 2013 I was promoted to the role of Plant manager. I retained all my responsibilities as maintenance manager, and integrated them into my new role overseeing the entire manufacturing process. My role involved working within a corporate OEE model, ensuring KPI's where recorded and trends analysed for continual improvement.In my first year, with the help of my team, we delivered the largest project in the companies history. The project involved developing a unique product to be used in harsh environmental conditions. The product was in house developed through our skilled R&D team. Once all QA was verified, the plant equipment was modified extensively to by our engineers. The product was challenging to manufacture, and transport. However ensuring we maintained key metrics, enabled us to deliver this project on time and in full. This order was incredibly challenging for our entire team, and I feel incredibly proud of the the way the team worked seamlessly to achieve our goals.

In 2011, I made the step up to Maintenace Manager at our Birkenhead facility. Still as an active member of the maintence team, I retained my postion as a "hands on" engineer, with the added responsibilities required to manage the department.This included scheduling of all maintenance tasks using the company standard "EAM" maintenance planning program.During my first year, many new projects where costed and implemented, as part of our drive to automate our current plant process.

I worked as an intergral member of a highly skilled maintence team initially on the Voclay site. Our maintenace team was 16 strong, and we worked on a 3 shift system, primarily ensuring the plant was was kept running. In 2004 I moved across to Cetco as part of a 4 man team. The dynamics of the job now included increased installation work as we moved away from 3rd party installation teams. This drove a positive "ownership" culture to the team, as well as being more cost effective.