In addition to my global PMO role, I spearheaded the turnaround of a $50 million fulfilment centre in Monchengladbach, Germany, focusing on cost, lead-time, stock availability, inventory, and customer satisfaction. Within eight months, I implemented advanced forecasting, introduced radical changes to processes and systems, and achieved significant efficiency improvements. These efforts led to a remarkable transformation, aligning operational performance with global strategic goals and substantially enhancing overall customer satisfaction.

As a stretch assignment I took responsibility for the Operations of a $25m industrial valve manufacturing plant specialising in cryogenic, high pressure and severe service applications acquired by Emerson located in Verviers, Belgium. I led the Operations integration into the Emerson Businesses, enabling rapid growth to $50m within 1 year. This integration and expansion included restructure of the organisation, introduction of new manufacturing techniques and systems as well as investment in additional space and equipment

Responsible for global standards and best practices, Project and Programme management capabilities of the organisation, support of project execution to achieve, high standards of customer satisfaction and business targets.

Responsible for the PMO and Order Management organisation within the Isolation Business Unit for the Middle East and Africa

Designer and implementer of the Global Project Management execution process and associated tools within the Emerson Isolation Business unit

Held a reginal role as Business Representative for Europe responsible for the successful implementation of a key, global, strategic initiative to restructure the $2billion Valves and Controls business from a geographic structure to a tax efficient functional global structure. Responsibility for representing European business on a country by country basis through the implementation of a global ERP system, introduction of global process and total organisation realignment. Some key successes:o Key change agent across as many as 10 manufacturing, service, distribution sites and sales offices at any one time. o Selling and realising benefit and articulation the global vision to all level of the business.o Provided clear direction, guidance and support to the individuals ‘managing through change’ within their business. o Creation, deployment and measurement of a structured change management approach and process.o Provided skills development and support for middle managers as well as recommendations to the country leadership team.o Implemented a strategy to support employee engagement and participation.o Controlled stakeholder management and communication throughout the global business.o Resources & priority management (support to resolve local priorities, identify resources and link UK businesspeople with the OMT team).o Dependency management.o Global and regional leadership status reporting and communication.o Key in driving selection of best practice and uniformity across sites.o Supporting the successful development and on-going management of the overall global project plans.o Support and leading turnarounds, site closure and business re-sizing.o Instrumental in ERP gap analysis, configuration, data migration and training of a successful 600+ user 10 site ERP(SAP) go live.

Site responsibility for Pentair (Hindle) Leeds January 2014 – January 2015 P&L responsible Site Leader position within Pentair, responsible for all aspects of two Value Streams within the Leeds Plant, with a turnover in excess of £22m. The facility manufactures high performance valves which are supplied to the Oil and Gas, Nuclear, Shipping, Process and Military sectors, as well as manufacturing low cost, high volume pneumatic actuators for the chemical, food and beverage industry.Some key successes within the Valve and Actuation Value Streams:o Creation and implementation of a business strategy.o 60% growth in shipments through strategy implementation, increased capacity, reduced lead-time, improved OTD. o 10 fold increase in profitability through overhead reduction, efficiency improvements and reduced waste.o Significant restructuring of the facility – reducing waste, increasing capacity and reducing lead-time.o Introduction of a personnel retention and recruitment strategy, including creation of an apprenticeship programme. o 55% reduction in inventory, reducing capital days on hand from above 300 to below 100.o Introduction of advanced planning.o Creation and implementation of a Lean Transformation Plan including:o Visual Factory – such as the introduction of a daily improvement process and management walks.o Standard Work – including ensuring all processes and personnel have a clear standard work procedure. o Material Flow – responsibility for all material movement was moved away from productive personnel. o Continuous Flow – comprising cell build, U shaped cells, etc.o 5S –sustained through introduction of internal competition and visual management.o Implemented full management restructure and managed poor performance.o Introduction of Talent Management.o 70% reduction in lead-time, 50% efficiency increase, 40% reduction in indirect costs and On Time Deliveryincreased from 60% to consistently above 95%.

I held a senior management position, responsible for the operations function within a £39m electrical switchgear and sub- contracting business. This included all manufacturing and associated support functions for Switchgear and Instrumentation Ltd and a £4.5m laser cutting and sheet metal fabrication sub-contract business, trading under the name of Powell Manufacturing. Key successes include:o Achieved record output and profit levels through improved efficiency and 100% increase in capacity.o Managed a 50% reduction in capacity, while still achieving company targets and profit levels.o Accomplished the integration of two businesses to create a single, more effective operation better serving both setsof customers and improving overall efficiency.o Executed a management re-structure, so reducing costs and allowing for business objectives to be better met. o Inception, design and implementation of a new sales estimating system leading to greatly improved contractprofitability and control.o Implemented a major change in manufacturing philosophy from a push to a pull system.o Implemented radical changes in planning and factory loading techniques leading to significantly improveddeliveries, reduced lead times and lower WIP.o Member of the board responsible for the creation of medium and long term business strategies.o Implementation of factory wide pay scheme including performance bonus.o Implementation of major Heath and Safety initiatives leading to a 50% reduction of incidents within the factory. o Managed the facility through a business take over and subsequent changes.o Introduction of a maintenance regime on major capital equipment, which includes TPM methods.o Managed expansion into an additional new facility.

Responsible for the management of the sheet metal, copper and wiring feeder shops within Switchgear and Instrumentation Ltd, comprising 2 supervisors, 9 team leaders and approximately 70 manufacturing personnel. Key achievements include:o Managed the area through a major redundancy programme.o Sub-contracting of the core business activities.o Significantly changed personnel, factory structure, layout and flow.o Introduction of 5S, Visual Factory, Kaizen, JIT and other manufacturing techniques. o Core member of an ERP selection and implementation team.

Senior member of the design and development department responsible for product design, internal and external technical support and the creation of technical standards.o Design of sheet metal, cast, moulded, machined and extruded components.o Supplier sourcing both within the UK and overseas.o Planned and gained all appropriate product certification through testing and third party inspections. o Design and introduction of new products.o Problem solving and fault finding on installed equipment in the UK and overseas.