Warehouse re-modelling, Stock Reduction, Ops Support, Development of KPI's and Performance Monitoring, Project Guidance, Critical Path Project Implementation.

Responsibility for 6 Trading/Manufacturing Sites providing nationwide supply to the following companies:Travis PerkinsKeylineCCFBenchmarx

P&L responsibility for 3 trading and manufacturing sites supplying nationwide to:Travis PerkinsCCFKeylineBenchmarx.

Company Director, Site Director (including P&L responsibility).Multi-site responsibility for UK manufacturing and its strategic development.Responsible for site and UK procurement for manufacturing.

 Full Cost responsibility for the Sawmill. Leadership of a Multi-functional team. Development of Manufacturing Plans and Strategies. Capital strategy and planning. Production Planning, Development and Control. Purchasing and Inventory Control activities. Monitors productivity performance. Appraisal, training and development of staff.

Full Profit and Loss responsibility for the Division (3 P&L’s)Leadership of a Multi-functional team of 45+ staff.Development of Business Plans and Strategies.Liases with major customers and key accounts.Responsible for New Product Development.Production Planning, Development and Control.Purchasing and Inventory Control activities.Monitors business and productivity performance.Appraisal, training and development of staff. Principal AchievementsTurning a loss making Division profitable. Introduced outsourcing strategy to reduce costs on core components by up to 20%.Reduced staff from 70 to 46, improving productivity and reducing overhead burden.Introduction of shop floor performance measurement systems.Established average price increases of 3.5% on principal UK sales of £1.8mCreated key focus in development to produce significant successes in new products being brought to market, including the use of new materials to significantly lower costs.Championed sub-contract of non-core business reducing cost of sales and improving service

Responsible for•Development of production and product policy specifically within the Division and across the site.•Management of a multi-skilled team including production engineers shift managers, planners, team leaders and blue collar staff.•Responsible for Manufacturing, Health and Safety, Quality and Environmental Performance, judged against standard costs and Key Performance Indicators.Principal Achievements•Performance Improvements of up to 250% through teamworking and the changing of established working practices.•Resolution of major International Customer Quality issues•Development of lower cost and technically unique products.

Responsible to the Company Operations Manager for the performance of up to nine production units throughout the North West. Responsibilities included production performance, product delivery, plant maintenance, Health and Safety, Quality, Environmental and personnel matters. Principal Achievements.•Reduced operating costs •Revised and where appropriate established new practices and procedures.•Managed detailed logistical arrangements to achieve twenty four hour seven day working to supply critical contracts, and complex short term high volume contracts.•Continued corporate management development within this period included finance, personnel, and environmental training as well as the completing a NEBSM course.

Dec 1993 – Feb 1994 Production Supervisor1991-1993 Graduate Engineering Management TraineeSpecial Project Management Experience, Man management, Management of contracts.Principal Achievements•Delivery of critical path projects.1987 – 1988, 1990 British Coal Scholar, Underground work experience, Corporate Management Trainee.

Vacational Work, Deep mine operational experience