Kris Gibson Email & Phone Number

Manchester, United Kingdom

United Kingdom

Responsibilities- Account Manager to Key equipment suppliers in Switzerland.- Operational Managing of 3rd party service provider teams in Poland, Czech Republic and Ireland- Budgetary responsibility: £20M Capital budget - £2.5m Maintenance budget and £1.2M Repairs budget- Continuous Improvement Project Lead. - Accountability for analysing data, developing/investigating/implementing solutions and delivering Improvements in relation to the UK and international business- Project Lead through Project management cycle on an enhanced/improved Customer drinks Menu. Key Achievements: - Delivered process improvements in Planned Maintenance: saving of £40k per year  - Successfully delivered new cleaning products and routines: saving £280k per year  - Technical Project Manager for a design improvement, involving hardware valued at £1.4m: resulting in a saving of £300K per year - Technical project lead for an operational concession: cost saving of 20% per unit  - Delivered Software Improvements reducing reactive engineering requirements by 90% - Project Managed the Integration and technical development through concept, business case, testing through to official operational launch of business critical hardware which delivered improved quality and reduced cost of maintenance parts by £301K per year

United Kingdom

 - Managing field service operations, installations, supply chain management and the re-manufacture process  - Leading a team of 47 Field Engineering staff - including 6 Field Service managers - with a salary budget of approx £1.2 million plus costsKey Achievements: - Led, developed and Coached a national team of Field based managers and Filed service engineers through the Whitbread acquisition - Led improvement in team engagement score to 94% (from 44% in December 2009), being one of the most engaged teams nationally - achieved recognition for national services from Whitbread MD - Identified, proposed and implemented field service structure changes, new service management systems to meet the change in business needs  - Introduced a series of national apprenticeships: customer service, field engineering, team leading, management to develop the team - Principal point of contact for discussions with national/international suppliers in relation to operational improvements/development opportunities  - Designed and launched a “first line” managers training program specific to Costa Enterprise  - Identified, designed and implemented a bespoke reporting suite of Objectives, reporting and KPI’s to effectively manage and identify engineering team/individual performance in line with business objectives.  - Designed, proposed and influenced the requirement for all operational communication procedures. - Identified efficiencies on vehicle costs with projected savings of £144k for lease costs/fuel savings of £138k over three years

United Kingdom

 - Operational management of field service engineers, Operations, Technical helpline, Supply chain and re-manufacturing processes - Managing a team of 31 staff - including 4 Engineering Managers - with a salary budget approx £850,000 plus on costs - Designing and implementing process/procedure implementation using and applying Lean Six Sigma principles to all internal/external inventory and remanufacture programs.Key Achievements: - Identified and implemented an enhanced preventative maintenance programme: parts cost saving of £160k per year/reducing maintenance activity by 66% - Identified and implemented field structure efficiencies, including a working hours review, key deliverables and ownership  - Developed, planned and delivered a dedicated technical training program - Implemented a streamlined remanufacture processes: immediate 60% reduction in build time from 37.5 to 15 hours - Set up a VMI system for all business engineering consumables parts: 50% saving equivalent to 60k per year/average lead in time reduced from 12 weeks to 24 hours. Reduced the supplier base from 19 to 1 Key Supplier.

United Kingdom

 - Operational Management of the Regional field based engineering resource and activities, to support the business requirements

Northern Uk

 - Accountable for servicing all proactive and reactive calls, within a designated geographical area Key achievement: - Set MTBF (mean time between failure) to 140 days – remains the highest ever set in the business

United Kingdom

 Mulmar UK – service engineer: Nov 2001 – Feb 2004 Lonco Maintenance services - Installation and service engineer: Nov 2000 – Oct 2001 Bee Mouldings – Logistics and Warehouse Team Leader: May 1999 - Nov 2000