John Bragg Email & Phone Number

Solihull, United Kingdom

In December 2016 I formed Bragge Ltd, offering services developed upon my automotive, quality and management systems competences and aimed at interim, short term and part time appointments. To-date I have been very busy with the 3 positions listed below. Now, following successful completion of my 15 month assignment with UTAC CERAM, I am available for fresh opportunities :o Jun 2017 – Sept 2018: UTAC CERAM - UK Operations Manager. UTAC is a French Certification Body accredited by COFRAC (equivalent of UKAS). Following acquisition of VCA’s Management Systems Certification business, UTAC approached me to transition the ex-VCA operations into UTAC and all clients to the new standards of IATF 16949:2016, ISO 900:2015 and ISO 14001:2015. All has been achieved very successfully, my role now transitioned over to the new UK management team.o Feb 2017 – Jun 2017: THE MANUFACTURING TECHNOLOGY CENTRE Ltd - Interim Head of Quality, Environment and Health & Safety operations. MTC is an independent research and technology organisation that is part of the High Value Manufacturing Catapult (HVMC), supported by Innovate UK. I lead the team to achieve ISO 9001 and 14001 certifications.o Ongoing: BRIDGE GROUP - Consultant & Non-Executive Director - To provide Board room and operational support and coaching to achieve the strategic growth plans across 5 divisional companies.

Solihull, West Midlands, Uk

•Bridge Group is a UK based Manufacturing Excellence business, comprising companies of Turnaround Management, Quality Containment, Training and Development, Specialist Resourcing and Metrology.•Bridge Group operates in the automotive, medical, aerospace and other industries centred in UK, Europe and the US. Clients include GM UK and Europe, Honda UK, Mann & Hummel, De La Rue, JLR, Grupo Antolin, Baxter (medical) and many others in the automotive supply chain.

Bristol, United Kingdom

•VCA is UK’s European Type Approval Authority for the testing, approval and certification of all categories of automotive vehicles, systems and components, to EU/ECE automotive safety and environmental standards. •As a commercial business enterprise, it competed against all other European type approval authorities (e.g. KBA and RDW) and technical services (e.g. TuV and SGS). Operations were global, based in UK, Italy, Turkey, Brazil, USA, Japan, Australia, Malaysia, S.Korea, India and China. •VCA was also a Management Systems Certification body (MSC), specialising in assessment to ISO 9001, ISO 14001, OHSAS 18001, ISO/TS 16949, ISO 50001 etc..•As COO, I had full responsibility for the efficient operation, growth and profitability of the above global type approval engineering and management systems operations, and engineering staffs of 160. An enjoyable and engaging role focusing upon coaching, connecting, communicating, sharing, supporting and building, to get the very best out of VCA’s International Operations. • Achievements:o Sustained profitability and growth in revenues - £7m to £21m (incl turnaround of MSC operations) o New engineering operations established in China, India, Italy, Australia, Turkey, Italy, Brazilo Development and growth of VCA’s “blue chip” automotive client base e.g. Ford, JLR, Toyota, Honda, Nissan, Volvo, Bentley, JCB, Iveco, Hyundai, Piaggio, etc..

Solihull , Uk

•TVM, a strategy for managing value and cost on current and future vehicles through annual negotiation and target setting, achieved through collaborative commodity teams incorporating engineers, buyers, cost estimator, logistics and supplier. Emphasis is placed upon benchmarking, gap analysis, value stream mapping and rapid implementation in enhancing customer quality and value.•Responsible for leadership of Product Development, Manufacturing and Commercial TVM activities, through Cluster Business and Material Cost Reduction managers. Achievements:o The team drove more than £400m business savings , including non-product work streams also championed by TVM, 4% annual material cost reduction and significant warranty cost reduction.o Introduction of Cluster Business Leadership roles in to ensure a total cost approach.o Leadership of JLR’s “Zircon” team, set up to conduct a total business re-evaluation for the 100% overseas engineering, manufacturing and marketing of the Defender platform. o Paint process improvements running from Sales and Marketing to manufacturing, resulting in a 10% material cost reduction p.a.

Various

•The manufacture of vehicles in international markets is an enabler for Sales and Marketing to sell increased numbers of vehicles in that market without incurring high import taxes. Processes include business and finance planning, logistics, in-market sourcing, manufacturing engineering, vehicle manufacture, quality assurance and shipment to sales.•Responsibilities included all UK and overseas activities associated with the logistics and manufacture of Defender in Turkey, Kenya, South Africa, Malaysia, Zimbabwe, Australia, Russia, Pakistan and Brazil.• As BMW’s Operations Director for International Manufacturing, I added 3 Series manufacture in Malaysia, Thailand, Philippines, Indonesia, Vietnam and Egypt, to my responsibilities, alongside those for Land Rover. •With Ford’s take-over in 2000, we were encouraged to grow significantly and introduced Freelander and Discovery manufacture into Ford and Volvo facilities in South Africa, Malaysia and Thailand.Achievements:o Transformation of a heavy loss making component packing and overseas assembly operation into an efficient $11m net profit enterprise, vital to Land Rover's Sales and Marketing success.o One of few Rover senior managers to be appointed to BMW’s OFK (Oberen FührungsKreis) executive management groupo Introduction of state of the art logistic techniques and facilities in LR's packing operations, resulting in 50% workforce reduction and radical improvements in working conditions.o Business plans approved and vehicle manufacture launched into Russia, Pakistan, Brazil, South Africa, Malaysia and Thailand.o Built an International Manufacturing team possessing high levels of business acumen and skills in fields of logistics, export, product and manufacturing engineering, finance, project management, low cost sourcing, quality and leadership.

Uk

•All plant quality operations, with particular focus on improvement as measured by BMW's finished vehicle audit, warranty and market based IQS surveys, such as JD Powers.•Leadership of a multifunctional team of plant and overseas based engineering, manufacturing and quality engineers, whose primary objective was to arrest the passage of defects from the plant, through closed loop correction of product specifications and manufacturing processes. •Critical daily engagement and measurement of Manufacturing re their undertaking and incorporation, of process/product changes, underpinning continuous improvement.Achievements:O The start of a then sustained quality turnaround within Land Rover manufacturingO An average reduction of “1 fault per vehicle” as measured by the US JD Powers IQS survey.O Underpinning and significant improvement of Land Rover’s quality and reliability image, particularly in North American and Middle Eastern markets.

Uk

1993 to 1995 ENGINEERING DIRECTOR• Engineering responsibility for all Land Rover's existing product range (Defender, Discovery and Range Rover), leading a team of circ 400 engineers covering disciplines of business development, all design disciplines, validation, prototype build, manufacturing engineering, launch, BOM specifications, etc.• Achievements:o Launch of the major Romulus and Remus programmes for Discovery & Range Rover incorporating crashworthiness and airbags for a N. American launch.o Robust delivery of 4 other vehicle model year programmes, through greatly improved processes for engineering implementation and launch.o Project team delivery of the high profile military vehicle programmes (Pulse) for the MoD.o With BMW engineering in South Africa, to successfully develop and launch a BMW engine’d Defender of substantially greater performance, economy and reliability.o To take over the new range Rover project (P38a) from the struggling engineering project team and to successfully launch into manufacturing, achieving year end quality and volume targets.1991 to 1993 PRODUCT DIRECTOR, DISCOVERY, RANGE ROVER• Leadership of all Business Unit resources allied to the product and manufacturing engineering of Discovery and Range Rover vehicle lines, to deliver feasible, affordable, desirable product and business plans.• Responsible for vehicle line business direction, programme and business development, design engineering, vehicle validation, manufacturing launch implementation and quality, etc. for all vehicle and model year programmes.• Achievements:o Focussed model line leadership of both product and manufacturing engineering resources in the development and delivery of 92 and 93MY vehicle and powertrain programmes.o Introduction of the business manager approach to vehicle line leadership, through active engagement of sales, brand and finance in the engineering process, ensuring far greater consideration of strategic and total cost factors.

Uk

• This concept of a multifunctional and pan business team responsible to drive quality improvement and rapidly resolve product quality and reliability concerns was adopted from Rover’s association with Honda. PSG functions were established at both Rover Cars and Land Rover.• Responsibilities focussed on the customer rated quality performance of Land Rover's products (e.g. warranty, Customer Tracking and CQTS).• Through a 60 strong multifunctional team of product, manufacturing and quality engineers, the objective was to arrest and reverse Land Rover's deteriorating vehicle quality reputation• Achievements:o Quality ratings for North America improved by over 30% in a single year. o Transformation of the quality function from a depressed state of criticised failure, to an organisation justifiably proud of it's abilities and recognised achievements.

Uk

• Reporting to the Programme Director, and part of Land Rover’s first major multifunctional project team, I held leadership and financial responsibility for all engineering's design, development, validation and project management activities, from concept to launch. This fresh vehicle platform comprised all new body, trim, electrical and powertrain systems.• Achievements:o Delivered from concept to launch in under 36 months and with very low investment (£50m), this programme underpinned Land Rover's survival, reaching production levels of 1700 p.w.o Innovative elimination of the then traditional "prototype phase", through use of proven technologies and a bespoke form of CAD based design validation. o Effective outsource of body and interior programmes to external design and manufacturing companies, without the typical infighting and financial overrun.o A fantastic new vehicle platform in record time, at least cost, by a fantastic team!

Uk

1984 to 1986 ENGINEERING PROJECT MANAGER, AQUILA PROJECT, LAND ROVER• Successful delivery of Land Rover's first venture into project management, through a multi-disciplined engineering team to deliver the Aquila programme, consisting of a major facelift and very significant powertrain improvements to underpin Range Rover's premium status. • This programme was delivered in an incredible 18 months, resulting in production output rising from 17,000 to 27,000 p.a. and a business saving financial turnaround of £120m.1980 to 1983 PRINCIPAL ENGINEER, RANGE ROVER DEVELOPMEN1977 to 1980 PRINCIPAL ENGINEER, LEGISLATION COMPLIANCE1972 to 1977 VEHICLE SAFETY ENGINEERING, ROVER CO1968 to 1972 4 YEAR ENGINEERING APPRENTICESHIP, ROVER CO