Malcolm Burr Email & Phone Number

South Coast

Executive Business Advisor - An independent specialist business and project management consultancy, focusing on Program management, leadership and change management, business transformation, Interim management, new product introduction, business cost reductions, service delivery, technology roadmaps and product lifecycle management.

Change Management Transformation Lead on a major Business Improvement change programme at a global Aerospace & Defence company, with responsibility for people engagement, leadership development and embedding change across a 6,000+ strong workforce.

United Kingdom

Programme Manager (Contract) responsible for managing and delivering 3 major military related projects within Babcock AIR.Programme 1 - Business transformation - Training Aircraft (December 2016 – September 2017)Responsible for designing and delivering a business improvement strategy to improve the performance and internal efficiencies across the training aircraft portfolio. Key Highlights• Developed and successfully implemented a strategic plan for business improvement aligned to the growth strategy of the Air BU• As part of the leadership team designed and implemented a business transformation and cultural change programme encompassing 8 work streams, over 30 projects, supporting work stream leads and SME’s • Created and managed a single view of change for the director of the Air BU enabling a transparent view of all change and % improvements• 30% increase in aircraft availability• 45% and 35% non-value add activity (waste) via the successfully implemented ‘my contribution’ process empowering engineers and technicians to identify problems and opportunities around the business and implement solutions/improvements using lean techniques

United Kingdom

Programme 2 - Navy Simulators Training Facility Development & Delivery Responsible for the development and delivery of the Navy Simulators training programme (MASCS). Given the complexity of the programme it was split into 4 delivery phases (FC, ATC Radar, ATC 3D Visual and AC)Key Highlights• 100% OTD Phase 1, 2, 3 and 4 delivered on time at RNAS Yeovilton and on the Queen Elizabeth Carrier• Worked with the end customer and key suppliers to develop and define the requirement specification and deliver the simulators on-time and to budget (This included a major requirements change halfway through Phase 4) • Lead the co-ordination across the customer chain, the Babcock Air group and key suppliers throughout the programme• Liaised and managed the customer throughout the programme delivery, with excellent customer feedback

United Kingdom

Programme 3 - FDF Aircraft Delivery (Training Aircraft) Responsible for the delivery of 20 light aircraft, training, and their related airworthiness and acceptance documentation to the Finish Defence Force.Key Highlights• Delivered the 1st aircraft (Grob G115) on time within two weeks of contract sign off, including the 1st phase of maintenance training programme• Remaining aircraft batches 100% OTD (On Time Delivery) with full customer sign off• Delivered all the training programmes on time and to budget.• Lead the co-ordination across the Air group to ensure all aircraft and the appropriate airworthiness documentation was delivered in line with customer expectations• Liaised and managed the customer expectations throughout the programme delivery, with excellent customer feedback

Farnborough

In charge of the P&L for the Space UK group. Responsible for retaining and growing core space business and exploring international growth through partnerships & commercialization. This lead to a disciplined approach to a value creation strategy across the Space group.Key Highlights• Drove the growth and business transformation within Space UK. Continuous improvement in employee satisfaction from Best Companies score of 580 to over 650 and customer satisfaction from Net Promoter Score (NPS) of 6.1 to 8.2 from 2013 to 2016.• As part of the commercialization program, implemented product roadmaps and delivered a number of product cost reduction programs (lean techniques) • Reduced operating costs by >25%.• Space UK Awarded Best Performing Business 2014 (QinetiQ Leadership awards)

Farnborough

Responsible for delivering all the UK Space Programs, and driving growth and business transformation within Space UK.Key Highlights• Successfully delivered ESA’s flagship programs, including ExoMars (deep space transponders). Launched in March 2016• Improved QinetiQ Space customer satisfaction Net Promoter Score (NPS) from 6.1 to 8.2 (2013 to 2016)• Implemented Lean PM Techniques into the business (including 8 wastes of Project Management) with the focus on on-time delivery.• Transformed state of the art Engineering facilities into a focused Managed Service, increasing availability and utilization by double digits.• Strategically aligned the program portfolio with the future product roadmaps.

Farnborough, Hants, Uk

Head of Engineering of the Energy from Waste group. Developing and implementing the product development strategy for QinetiQ’s Energy from Waste group. Responsible for the Research and development of the EfW 7000 commercial pyrolysis based EfW plant.

Whiteley, Fareham, Uk

A key member within a Lockheed Martin led bid team (FUSION), and primarily responsible for the design of the Service Management and Delivery to support them in their proposal to take-on the management and support of the UK’s Joint Military Air Traffic Services (JMATS) (An estimated contract worth in excess of £1.5B on award).Key Highlights• Defined the Managed Services strategy including the design & development of the overall Service Management solution.• Co-author policy, process, procedures for ITIL (2011) and the manning strategy for the program• Design of the Service Delivery centers including:- - Service desk - Technical support teams and all duties - Distributed Support teams (worldwide) Civil and Military - Manpower levels - Tools selection and configuration management• Analysis of current (as-is) process and manpower to optimize the service delivery solution - Identified double digit savings.• Author of a number of high-level transition planning and support documents• Key author for ISOS submission (Initial Submission of Outline Solution to the MOD)

Bournemouth, United Kingdom

Project managed and delivered a number of civilian and military related Air Traffic Management bid proposals for Cobham Aviation Services (Cobham).Key Highlights• Part of a joint bid team (with Lockheed Martin) to design, develop a Management Service to take-on the management and support of the UK’s Joint Military Air Traffic Services (An estimated contract worth in excess of £1,5B on award).- As part of the bid, analysed the current (as-is) military process and manpower and identified double digit savings in process improvements against current maintenance regime.• Project Managed and delivered Cobham’s proposal to support the overall Lockheed Martin bid proposal (including PMP, MDALS, risks, schedules)

Responsible for the strategic and operational development of all Sorter products and vault management software (from cradle to grave) including project management and product introduction. Managing four engineering groups worldwide (65 heads based in the US, Switzerland, UK, China, India) delivering the product portfolio in line with the business strategy. Main achievements • 2008 Awarded a “De La Rue Leadership award” (Leadership conference 2008) • 2007 & 2008 Dallas and UK Engineering team awarded “Group De La Rue Spot Light Award” for Innovation 3rd place (Inertia corners) and 2nd place (Cobra Shredder) respectively.• CPS business grew from £35M to £65M in 4 years (achieved double digit growth year on year)• Delivered 6 key products into the market within 3 years. Two were 1st to market (previous 3 years of 1 product being released) • Managed and delivered £6.5 M budget/product portfolio (65 heads, 50 permanent heads & 15 contractors)• Built structure and leadership to engineering groups who lacked clarity and direction and transformed the culture to a more project-based, delivery orientated one.Turn around driven by• Provided clarity and direction to all staff by setting clear yearly deliverables and creating Leadership charters & calendar (year on year)• Introduced Engineering Quality reviews (6 monthly) and set key performance indicators throughout engineering• Introduced product roadmaps (reviewed 6 monthly) and created the research portfolio pipeline (Technology sensing roadmaps becoming feeders to the product roadmaps)• Installed standard processes throughout engineering (NPI, performance reviews, Innovation, Quality reviews (people & process) product roadmaps)• Implemented a talent review process and succession planning and removed bottom 10% performers. Recognised top engineering talent/performers and rewarded excellence.• Introduced a culture of innovation throughout the engineering group

Responsible for the entire life cycle development management of all desktop sorter products (from cradle to grave) including the design and introduction of new products from our global design team to internal and external world wide manufacturing facilities; Meeting all cost, quality and lead-time targets. Managing and facilitating in risk assessments, FMEA’s, DFMA’s and contingency plans. Main achievements• Managed and delivered £2.9 M product portfolio in line with the business requirements.• Successfully managing external design houses ensuring technical and commercial contracts are in place and delivered on time and to specification.• The management and development of a cross, functional desktop sorter engineering team (12 heads).• Successfully set-up a Design Assurance facility in Dallas to enable products to be qualified before release into the field.• Successfully transferred Sorter technology and the Engineering team from the Portsmouth site to the Dallas facility

Responsible for the Management and development of a cross-functional Engineering team (22 heads). As part of the global engineering senior management team, contribute to the forward engineering strategy of the business. Responsible for the management of all desktop Sorter products (from cradle to grave) including the design and introduction of new products and ensuring all cost, quality and lead-time targets were met and delivered to internal and external based customers.Main achievements• Successfully managed Cobra core team (acting as cross functional Program Manager & Project Manager) and engineering team to deliver the Cobra desktop sorter portfolio in line with the business requirements using modula and scaleable architecture system design combined with best in class project management techniques.• 2001 Awarded “Group” De La Rue plc “time to Market award” for delivering Cobra (desktop sorter) to market within 7 months (past products have taken 2 years)• Managed and delivered £4.7M development budget portfolio in line with the business requirements.• Leading design and process improvements by championing modular and scaleable architectural design to improve product innovation, function, quality and cost.• Successfully managed external design houses ensuring technical and commercial contracts are in place and delivered on time and to specification.• Introduced the Phase gate process to De La Rue (Cobra being the 1st product delivered through the process)

Responsible for the managing £1.8M supplier contracts and ensuring external development programs are delivered on time to cost and Specification. Responsibilities included the setting up of external supplier contracts, implementing external reporting control tools used for tracking cost and timescales. Facilitating suppliers programs in using risk analysis (including supplier skill analysis) and FMEA tools. Main achievements• Successfully delivered external strapper development program ensuring technical and commercial contracts were delivered on time to cost and specification.• Seconded to Manufacturing for 8 months - Successfully introduced lean manufacturing processes within UK Sorter manufacturing. Set-up Kanban, faxban systems, introduced 5s, Kaizan mythology and manufacturing management control/reporting processes.

Responsible for the project management and the mechanical design of assigned projects in accordance with ISO9001 and Explosion Proof standards, from initial specification through to production release.Main achievements• Worked closely with external customers to successfully deliver a range of Camera’s to meet Police and MOD requirements.• Successfully Project managed and delivered a portfolio of Pipe surveillance equipment (conforming to explosion proof standards) to cost and timescale.• Successfully designed a range of Camera’s, Tractors and Light heads using 3D CAD systems using best in class design practices.

Responsible for the day-to-day running of the manufacturing site, with 35 direct staff spread over 4 departments (Machining, Assy, Pick and Place, Test).Monthly output targets were achieved, by re-structuring and empowering the workforce. Further achievements were made after additional measurements and working tools were implemented, including quality measurements and ATE roll out & modular testing.Main achievements• Turned around loss making manufacturing facility into profit making facility within 4 months.• Successfully implemented visual stock (pick and place/Kanban systems)

Leadership Best Practice

Leading Change And Organizational Renewal (Lcor)

Bachelor Of Science (Bs), Mechanical Engineering/Manufacturing

Hnc, Electro/Mechanical/Manufacturing Engineering

Onc, Mechanical/Manufacturing Engineering