John Taylor Email and Phone Number

Thyssenkrupp Aerospace is a leading Aerospace services company with 1500 employees and 41 locations worldwide. It is a subsidiary of the €40 billion ThyssenKrupp GroupI was headhunted by the Regional Vice President to aggressively expand the Aerospace business, to refocus client engagement strategies, and to hire a key leadership team to drive a newly created commercial model and blueprint. • Delivered annual growth >25% since 2010 via product diversification and a dramatic growth in client numbers from 1 to 50, enabling revenues to climb to triple original business plan.• Redesigned and reinvented the client engagement service model. Rescued China operations after major client left the market, growing the business to triple original business plan expectations. • Sparked a total transformation across the business. Grew on-time and quality metrics to over 95%, allowing the formation of trusting client relationships and greater revenues at consistently strong margins.• Oversaw formation of second facility in China. Recruited staff, managed the set-up of the business, and increased China turnover by 80% with only 33% more employees.

Ferro Corporation is a leading supplier of high performance materials across a diverse range of global manufacturers with a turnover of $1.6 billion and 6000 employees.Promoted by the Board to lead the largest business unit in the newly formed China operation, I was specifically involved in the installation and first production of materials, including the sourcing of subcontractors to optimize finished product cost and quality.• Championed recruitment programs, ensuring key potential employees were identified, approached and hired. |Jointly coordinated the onboarding of over 40 staff. • Worked closely with HR and other divisions to establish an effective shared services function. Designed training programs, employee retention systems, and reward and recognition policies. Kept employee turnover to less than 10% in a very overheated market.• Spearheaded the implemented of new techniques that reduced new product manufacturing costs >30%, whilst maintaining >95% quality levels. Exported these products and new technologies to sister manufacturing operations worldwide, increasing profitability globally for the company.

I was offered the opportunity to continue to develop a coherent strategy to expand the business in Asia, following significant investment in manufacturing facilities in Indonesia and Thailand for the Ceramics Materials Division. • Doubled sales in Korea to US$2M by assuming a management role within a newly acquired joint venture and deriving maximum benefit from the new commercial arrangements.• Improved co operation between facilities and expanded customer awareness of product portfolio via one-on-one meetings and organization of major exhibitions and seminars. Personally oversaw the signing of numerous major orders across many Asian markets.• Sales results delivered were in excess of expected growth trajectory, allowing more rapid implementation of expansion plans across the Asia Pacific. • Actively participated in and supported the integration of a major acquisition in 2002 that increased Asia manufacturing and distribution site production capability by 40%.

Johnson Matthey is a FTSE100 company and leader in sustainable technologies and precious metals with a turnover of GBP3 billion and 11000 employees.I advanced rapidly through progressively challenging sales and business management roles as listed below:Key Account Sales Manager – United Kingdom (1998–1999)Turned around the stagnant UK market. Restored focus to profitable customers, improved technical support levels and significantly reduced client loss rates. Increased projected annual sales by 30% to GBP20M.Asia Pacific Sales & Marketing Manager and Malaysia Country Manager (1996–1998)I was heavily focused on business development and market penetration in Vietnam and Korea, increasing Vietnam revenues from GBP100K to GBP1.2M in 12-months.Subsequently downsized the business, removing non-performing staff during the Asia Financial Crisis, ensuring the maintenance of profit levels and margins.General Manager – South Africa (1993–1996) I was challenged to grow market share of the Ceramics and Plastics Division. Delivered improvement in top-line revenue >20% in first full year. Developed the local team to ensure internal capability facilitated continued rapid growth with no reduction in quality or service standards.