Heading up all commercial operations and legal in the education market. Supporting the growth, development and strategy of the business as we build strong partnerships with our customers.Taking the company through a major rebrand, ensuring crisis management and communication was key throughout. Ensuring the business sustains consistent growth whilst monitoring cash flow and debt ratio. The main responsibility’s of my role is to manage the day to day running of all business operations ensuring a consistent approach to management and leadership. Preparing monthly, and annual accounts for presentation at board and investor level. Managing and monitoring cash flow operations, invoicing facilities and payables. Any and all legal management within the business to ensure compliance to all that we do. If any legal action is taken against or for the company it is managed internally with advice from outside counsel when needed.

Supporting strategy and direction as a consultant, on a part time basis.Building the business platform and foundation with cash flow management, finance arrangements and general management of all aspects of ensuring the business made its way through a tough growth cycle on a strong and stable base. Reporting to the board and investor on all activity, building a positive momentum and reputation that the business will continue to strive. Embedding ISO9001 and ISO14001 from nothing to a fully working system used by all staff was important to the business as it allowed full documentation control and accountability throughout the business.

Joining the senior management team within the business I took command of all operational responsibility for the site management and IT infrastructure to take the business forward with an assertive growth plan along with the full support from the CEO. During my first few months within the role I took over all management of production, relieving control from one individual to a number of department heads. This reduced the pressure within production and allowed a key focus on quality and improvement at all times above billings. The layout within the production around was moved around 3 times over the period to allow for exceptional growth, and COVID distancing. The processes within the company, now being headed by each department head allowed more time for planning and prevention rather than reactive management. I held a management meeting each morning, using a “war room” technique of following the room by process of individual/ department with the actions from the previous day using analytical and statistical data. Being a manufacturing facility we ran on a month by month basis. I developed a planning tool that allowed all department heads to see all production and supply chain data updated daily before each management meeting. This allowed for a clear plan and clear responsibility actions. If a manger was falling behind or struggling I would coach/ mentor and support their plans until they understood or felt confident in their approach. I took over the sales position along side my role and was able to grow the VA from an average of 30-36% to an average of 45% using cost benefit techniques both supply chain and production. Over the course of my time in the role I was able to save the company 12% of their turnover in cost benefit from cost reduction and production time reduction. Crisis management was at the heart of my role with customer and staff interface and intervention to ensure the company always stood at its height.

Promoted from my Purchasing role within the business I quickly gained senior leadership responsibilities which allowed me to progress into managing all materials within the business. This encompassed purchasing, stores, goods outwards, production material, sales quoting and crisis management techniques within the supply chain. The main aim of the role was to slim down and make the front end process easier, efficient, and effective. Testing the processes as they were and looking for improvements that would make the process more efficient and more quality driven. The stores processes were quickly developed using KPI monitors, scannable systems, and improved booking in/ kitting processes. It was quickly identified that our storage systems were inefficient beyond compare as all mixed components were in located large boxes which caused huge strain on the process time. With the support of the stores team we quickly changed to a storage system that allowed a one component, one box system. This saved on average 2-3 minutes per component sourcing. This then rolled out throughout the business for finished good stock, and work in progress stock. Having taken over the quote process for sales I quickly developed a plan on how we cut the turn around time and ensure we are the most cost effective and time efficient the customer will see. Developing key relationships with all suppliers and customers. As the business began to feel the effects of COVID-19, our CEO and I had numerous high level discussions on the business continuity plans and cost saving exercises that we could implement, once we agreed the plan we began to action to ensure the longer term sustainability of the business. At this point in my career I began to take a keen interest in the financial sector of the business and how the business works in that sense. A major overhaul on our IT systems and ERP system was at the forefront of the role. Ensuring all key personal had laptops, and a fast infrastructure.

During my time within the purchasing department I quickly discovered a lack of quality management within the department itself. I began to embed ISO9001 practices into the department using a range of tools and techniques that I had previously found useful during my time implementing ISO9001 in a previous role. I quickly established a need for a company wide intervention on our quality management practices and processes. I approached the CEO to explain where we stood and the impacts it could have on our accreditations and customer relations however ensured this could be put right, at a much higher standard. I was tasked with managing, implementing and ensuring the system never fails. It took around 6 months to embed the new system using master lists, databases and a collection of business processes and procedures. This allowed the company to operate at a much higher quality level, with a much lower overhead due to efficiency’s and KPI management.

Following on from a successful time as Senior Buyer I was promoted to Purchasing Manager with a new set of objectives and KPIs. The goals and aims were to ensure constant savings in the current ongoing economic crisis whilst ensuring a consistent supply of goods that would not allow our customers to go on line stock. With the support of my team we were able to secure and provide constant supply of components, on time and in full to our production lines, one of the only in the country at the time. I made strong decisions by watching the market position to purchase in large volume components that were high in demand leveraging finance terms and re-selling for profit which contributed to the company profit 5%. With the experience within the engineering sector and the support of my line manager we were able to strategically position ourselves by re-sourcing alternative components as a drop in replacement to prevent line stop as the economic impact hit harder.

Heading up the purchasing team after their senior purchasing team left the business. Bringing technical knowledge to the team from working in the electronic engineering sector I was able to create a strong working culture to always get the job done, and find the solution. The main target I was set was to build the team around that are self starters, consistently driven and always ready. I was able to motivate and develop the team already in situ which lead to an uptake in the purchasing time turnaround, and faster response times to supply chain issues, and quick turn prototyping. In the time period set my team and I were able to grow the purchase price savings by an monthly average of 110%.

Responsible for all production operations, stores, and supply chain related activities within the PCB Production Facility.

I began this role fresh out of Secondary School with a keen understanding of the electronics aspect to our daily lives. Throughout the 2 years spent at Opsol UK I gained valuable experience of the Electronics Manufacturing Sector. Before leaving Opsol UK I was responsible for: - Document control within the test department - Creating standard work instructions for production operators.- Designing and building a range of final assembly test fixtures. - Maintaining any testing equipment.- Soldering Skills for debug.- SMT rework of components.- IT and network systems within the company. - Customer Returns and 8D action reports. - KPIs within first time pass yields.