Led the design, development and implementation of new global business processes, to support Integrated Business Planning across six global business units, using Oliver Wight principles of supply chain excellence with Integrated Business Planning.Improved customer on time delivery from 50% to above 95%, reduced inventory levels by 20% and eliminated customer order backlog.

A global aftermarket parts distribution and re manufacturing operation with sales of $160m. Responsibility for safety, operational effectiveness, planning, personnel development, and continuous improvement for warehouse and reman operations, customer service and quality.Boosted operational efficiency and customer satisfaction through technology upgrades and process improvements in a global parts distribution and remanufacturing business by , o Leading implementation of a new ERP Oracle system across 3 locations in Europe/USA o Developing and lead Integrated Business Planning processes. o Implementing Lean manufacturing, six sigma methodologies. o Leading the global integration of business into Singapore and USA. o Improved safety levels to zero OSHA recordables over a 4 year period, utilising STOP methods, safety councils and teams, near hit reporting and resolution. o Led Quality improvement in the warehousing operation, 10000 DPMO to 1000 DPMO, and a number of quality certifications for ISO9001 for the business.As a member of the senior management team, successfully negotiate through pay negotiations to achieve significant changes to the terms and conditions of the bargained group across the entire UK business of 600 employees.

• Managed a portfolio of 6 accounts, and grew sales from $300m to $500m in revenue annually • .Managed and developed 6 account managers supporting the customer portfolio• Developing and agreeing customer forecasts and setting AOP goals.• Led the implementation and development of a customer service team in a US operation.• Negotiated, estimated and quoted prices, credit and contract terms for new business, warranties and delivery information. • Responsible for completing and action of customer account plans as well driving customer satisfaction improvements, with a 20% improvement on the satisfaction indicator.

Operation Leader in Cummins Turbo Technologies for 3 business units, Heavy Duty, High Horsepower and Variable Geometry products involving assembly and machining processes.• Managed and developed a team of 9 professionals and 180 operators with a £5m annual budget. • Introduced a brand new product line, growing capacity profitably from 50 to 1000 per week.• Increased productivity by 30% while simultaneously reducing headcount by 10%. • Improved quality from 5000ppm to 500ppm and certification to quality TS16949 standarf. • Boosted company efficiency through technology and process improvement, such as capital equipment deployment and lean manufacturing activity.

• Collaborated with cross functional teams to draft project schedules and plans. • Developed and monitored scope, schedule and resources used to achieve agreed plans across a portfolio of work including new product platform launches. • Served as the single point of contact for project scheduling and changes, along with all customer communications for the projects.• Delivered a new product platform to meet aggressive customer launch plans, resolving a challenging technical issue in time for launch.