Managing Director Aga Rangemaster Group after the acquisition by MiddlebyReporting to the CEO responsible for the domestic appliance business.President AgaMarvel (USA) Reporting to the CEO responsible for the refrigeration business.Managing Director Asia Group Sourcing Office (China) Reporting to the CEO responsible for all products sourced from Asia.● After a global strategic review, created, presented and implemented a strategic realignment plan.● Improved effectiveness/ reduced costs in all areas fully implemented the plan achieving the target EBITDA● Conducted a further review, created a plan to increase the EBITDA in 2017.● Retained key people and sector specific knowledge by implementing an employee profit share scheme..

Managing Director Aga Rangemaster Group - Reporting to the CEO .Within the Group held multiple roles including MD.President AgaMarvel (USA) Reporting to the CEO responsible for the refrigeration business.(05/07 -09/15 )Managing Director Asia Group Sourcing Office (China) Reporting to the CEO responsible for all products sourced from Asia. (09/07 – 09/15)● Full P&L responsibility of Aga Rangemaster; MD of Aga Retail in the UK (36 shops) turnover of £270m, employees 2500.● Redesigned the Aga product for export: created new export strategy by successfully launching Aga and Rangemaster products into China and Aga into existing export markets increasing export sales by three million to 17%.● Introduced a series of third party OEM products sourced from Europe and the Far East to complement existing brands sales value of 27 million.● Overhauled American distribution channel to enable substantial growth in the Aga Marvel product portfolio increasing sales from $27m to $48m. ● Developed, implemented and communicated a new vision after a strategic review to plan growth for five years and core organisational values to align the company with the new customer charter ,this necessitated a new employee communication plan to gain their involvement.● Implemented a new customer focused process with a customer charter including introducing the use of net promoter score across the company (averaging 50).

After the sale of the Foodservice side of the business the company was focused on the Domestic appliance business operating off eleven manufacturing sites with a turnover of £338m, 3700 employees.● Full P&L/ operating responsibility for five manufacturing units producing manufactured Appliances volume 67k units, Stoves volume 21k units, Refrigeration volume 45k units, Sinks volume 576k units, sourcing components and third party products (sales of 17m).● Annual capital budget of £3+M used to implement projects to improve methodologies; delivered savings with average pay back in less than 18mths; generated the investment in cash within three different countries of operation.● With the global Executive teams, devised and delivered the strategy for the businesses in the UK, USA, Canada, France, Germany and China, developed and championed individual/ team development across the business to identify talent and capitalise on potential.● Created the Group’s co-ordinated approach to global procurement; established Asia sourcing office to capitalize on the groups volumes within the Asian market.● Standardised the global approach/ commitment to ethical trading; ensured corporate compliance by the achievements of international standards within the supply base (14001 18001 9001).● Co-ordinated the Group’s approach/ compliance with the relevant environment, health and safety legislation/ regulations - and the development of business excellence within the various plants operational meetings.

Reported to the CEO responsible for all the groups manufacturing operations (14), turnover £780M, employees 4250.● Constructed three sites in the USA; four relocation within Europe; new layout introducing manufacturing/ organisational practices to encourage the participation of the complete workforce in achieving best in class.● Developed a manufacturing model that was successfully implemented across both the domestic and commercial business delivering standards of shared resource to ensure standard operating procedures.● Involved in the successful sale of the commercial business returning in excess of £700m to share holders .

Headed up a worldwide team, in establishing a common worldwide approach to operations which became the basis of a common approach to manufacturing . ● Instrumental in creating the change with the various cultures to that of a pro-active nature across the organisation by introducing multi –cultural cross-functional teams.● Recruited as a senior manufacturing engineer and successfully gained promotions and different levels of multi site responsibility before becoming the groups Operational Director a role from the age of 27.

My career commenced with Lucas as an aerospace apprentice and after my initial five years gaining experience working in many of their organisations across the United Kingdom .My final role was part of a team which transformed their electrical division before it was sold to Magnetic Marrelli.