Keith.C. Reynolds Email and Phone Number

This is a start up operation to develop and build a number of energy renewable projects using anaerobic digestion and solar to generate electricity. We will be raising significant finance over the next 12months and hope to have 5 plants operational within the next 18months.

A number of Interim Management projects have been undertaken since September 1996 some of these assignments have been long duration, (2 years) and some have been for a few months.2010--2014 Advisor /ConsultantI have worked with a company in the north east for a number of years advising and helping with an acquisition program to grow and develop a company with interests in electronics and modular building services

Took extended leave to realise ambition to sail the Mediterranean during the recession and to manage family commitments

General management support and help with growth and acquisition plans. Executive mentoring and coaching of the management team.

CEO initially and then became non exec chairman after restructuring the management team and getting the company on a more stable basis

VMS Limited A classic turnaround situation of a company that 3i /Bank of Scotland bought from Rolls Royce, which required a more entrepreneurial skill set than existing management possessed. The company designs, manufactures and sells a range of variable electronic message signs to the UK Highways agency and internationally to other government agencies. It also has the opportunity to break into the rail industry with a new development of signals. It is projected to turnover £18-25m.and is based in Newcastle. The company will be offered for divestment at a premium once the stakeholders are satisfied that the timing is right. This project is now completed to all stakeholders' satisfaction.

A large leasing company of trailers for the transport sector. The company had a multitude of lenders(28) and my role was to assist the Management team to restructure and possibly merge/sell/float the business.The company was owned by two Venture Capital companies who made the appointment. This project took approximately 5/6 days a month of my time and was concurrent with the project above

appointment to financially restructure and turn a round and then divest a £25m aerospace engineering company . A complex family owned group of companies with differing shareholder requirements and a demanding customer base (predominantly Airbus/Westland's). This company was in severe financial difficulties with extreme banking pressure being applied (£4.5M debt) . Renegotiated the banking overdraft and restructured and drove the business forward without the loss of any of the workforce, to obtain better productivity and enhanced margins. . Organized and controlled a divestment program with major overseas competitors and arranged a successful sale of the business where all parties' interests were accommodated.

Originally this project was to action a controlled and solvent closure programme, however after review it was possible to arrange for the company to be sold and mergered with another business thus ensuring that the company continued to trade and all parties (shareholders, employees, new owners) were happy with the outcome.The company was a Steel Foundry established in 1862.The size of unit production was from 5-70 tons and traded on an international basis.

finished in January 2002. It involved restructuring the company to enable better margins to be obtained and a sale and lease back arrangement of the land to reduce debt. Profitability was improved by re-negotiation of long-term contracts with suppliers and customers and cultural change of the work force. The company is now trading with good profits and a full order bookArranged by KPMG and Lloyds/TSB

This project was to advise and give Management support to a Group of companies that where in the process of restructuring, and involved re-funding the development of two separate diverse businesses. The business is now exceptionally profitableHusband Shipyard Ltd was a project on behalf of Barclays Bank and the Family Shareholders and involved turning the company back into profit prior to a controlled exit via an asset based disposal. This project lasted over two years and was very involved.At the start the culture had to change and the workforce and unions needed to understand the serious position the company was in. Flexibility of work practices was needed and introduced which allowed cost cutting actions to be taken.Commercial awareness training took place for all management levels and intensive re-education of the trade employees was implemented.The sales force where given support to allow the company to become sales led and not engineering driven which was proving costly. In addition a program of price increases was introduced to the customer base over a period of 6 months with new tariffs introduced to all aspect of this traditional business.A land disposal exercise was instigated to raise cash to reduce debt and to re-direct the business from ship build to ship repair and rental of small property sites.The shareholders and investors all achieved their goals and the bank had all of their debt repaid within two yearsPermanent Career

Formally the Decca Group) (Apprentice though to Director of various companies within the group)