• Improved business efficiency and information flow via development and implementation of systems and controls.• Developed and implemented strategies to grow business and achieve strategic goals.• Improved financial performance from a loss making position in FY15 to positive position in FY16.• Catapulted efficiency having created structured daily performance metrics for manufacturing work centres.• Drove customer responsiveness and delivery performance having restructured responsibilities of internal departments.• Introduced and embedded processes utilising MRP system to improve cost collection, material allocation and customer invoicing.• Achieved financial targets relating to gross margin, ROI and planned profitability.• Implemented load capacity planning system to ensure alignment of capacity with customer requirements.

• Identified and championed improvements to safety, products, processes, quality and efficiency.• Enhanced manufacturing staff performance and productivity having prepared and delivered training plans.• Generated highest quarters of revenue in Q4 2013 and Q2 2014 - $46m and $52m respectively versus previous best of $32m.• Proactively planned for, and implemented additional capacity in line with rapidly-rising demands.• Achieved record site safety performance of 775 days without a lost time incident.

• Monitored and minimised operational expenditure in line with budget.• Maximised the utilisation of company resources while realising maximum value from intellectual property.• Increased FY13 first half sales to 133% of FY12 total sales, while improving EBITDA• Integral in the company remaining on track to achieve FY13 full year sales of 200% FY12 total sales.• Implemented Occupational Health and Safety (OH&S) System compliant with AS/NZS 4801.• Improved internal operations, having project managed the development and implementation of systems and processes, including financial management reporting, stock control and production quality control.

• Reduced site variable costs from negative recovery to positive recovery in first 12 months in the role.• Introduced a new ceramic / polyurethane product into the facility and developed the manufacturing process.• Reduced product costs up to 40% and reduced cycle time by up to 33% following the introduction of process improvements.• Negotiated three Enterprise Agreements with no industrial action taken.• Facilitated the effective implementation of a 21-step safety plan to reduce injuries.• Achieved Site safety record of one-year lost time injury free.• Promoted client retention and service excellence through on-time deliveries and lead-time target achievements.

• Migrated 258 items of plant from the old site to the new site; designed and created ten new manufacturing cells incorporating ~£7m of capital investment and £2m of refurbished equipment.• Integral in the move being delivered on-time and under the transfer budget of £2m while protecting the customer from the effects of the move by building strategic buffers and employing phased machine transfers.• Developed shop layouts and workflows to meet business requirements.• Planned resources to meet the Plant’s engineering task in collaboration with the Operations Manager and Production Leaders.• Delivered method improvement and cost reduction plans, conducive to service excellence.• Provided technical support for new product capability and introduction.• Oversaw the identification and budget management of capability acquisition and tooling requirements.

• Enjoyed three years’ progression; from Production Manager, through to Customer Operations Manager.• Programme managed and delivered data centre solutions, worth +$29 million in hardware revenue, to various worldwide customers.• Member of a global team which successfully transitioned production of Sun's largest server (StarCat) from US to Linlithgow.• Subsequently managed StarCat manufacturing cell, promoting the efficient deployment and development of personnel and resources to meet production demands and quality standards.• Facilitated the continuous development of cell team as Manufacturing Manager (StarCat) to improve individual skill level and devolve decision making to lowest level while facilitating improvements to processes, resulting in a reduction in lead-time, variation and waste.• Reduced StarCat cycle time by 26% as Team Leader of a cycle time reduction project.• Designed and introduced a capacity planning model to predict future capacity requirements accurately.• Introduced predictability measurement and root cause analysis to improve average cycle time by 40% in Serengeti manufacturing.

• Progressed through various engineering and managerial roles in materials testing, quality assurance, operations management, troubleshooting and improvement.• Promoted, developed and delivered best practice through various channels in different areas of the business including business process reengineering, operations management, staff leadership and production planning.• Reduced inventory levels from £2.5m to £1.4m while increasing spares allocation performance from 83% to 98% as Business Manager while also reducing output arrears from £1m to £290k by introducing launch control system linked to bottleneck capacity.• Selected to oversee the introduction of £6m new capital equipment and new production method as Manufacturing Manager; reduced scrap costs from 10% to <1%, decreased cost per part by 25% and halved the product lead-time to ten days.• Introduced an inventory control system; increased stock turn from 5 to 15 while reducing cost per part in one cell 20%.• Redesigned four manufacturing cells and project managed the introduction of £15m capital investment as part of the Business Improvement team.• Winner of the General Manager’s Quality Award as Quality Improvement Team Leader having led a multi-functional team to resolve technical difficulties in producing new part design - reducing product lead-time by over a week and saving ~£250k pa.