Reporting to the plant manager – defining the roadmap and executing the roll out of the Johnson Matthey Production System (JMPS) ready for a new manufacturing site start up.• Developing training and systems for foundational elements of JMPS to ensure the business needs are met. For example: strategy deployment, KPI definition, tiered meetings, handover, 5S, Problem solving, action tracking, escalation.• Ensuring team competence against JMPS elements required for a successful start-up.• Facilitating input to business-as-usual design elements, ensuring cross functional needs are met at design stage.• Utilising project management tools to ensure the management team progress to business readiness plan and proactive risk management is highlighted with key stakeholders.

Reported to the site manager, defined and executed the site maintenance strategy to enable safe delivery of maintenance in a site with end-of-life operations and new asset investment.• Led the maintenance department of circa 50 employees to safely deliver maintenance on a complex top tier COMAH site.• Worked to tight deadlines to support ageing assets. Decision making to ensure safe execution within measured timelines for the high value WIP product queues. • Led and implemented the transition to a new 24/7 shift pattern, which involved the management of negotiations with unions and HR teams. • Created and accountable for department budgets. Fed into design for site initiatives, ensuring continuity of operation. Supported business level teams on JM wide initiatives (IT and Procurement driven).

Reported to the Global Manufacturing Projects Director; delivered leadership and definition in Project Management through the PMO (project management office) to Project Managers delivering £multimillion projects.• Definition of process to ensure governance, ethical and reporting needs are met for all projects.• Communication across senior cross functional teams to achieve project needs: time, cost, quality.• Definition and management of the RAID process (risks, assumptions, issues, dependencies) to ensure effective communication and management of risk.• Stakeholder management aligned to overall business restructure, leading at high pace through uncertainty.

Reported to the Regional Manufacturing Director; definition and execution of strategy and competency across six manufacturing sites to enable root cause analysis (RCA) and Operational Excellence (OpEx) initiatives.• Designed, deployed and delivered the RCA coaching program to up-skill six manufacturing sites in structured problem solving. Drove improvement from the shop floor to build continued capability >120 trained, local language trainers embedded. Sites captured in excess of 1000 RCAs leading to multiple corrective actions being put in place to reduce waste for each one.• Led the creation of the Johnson Matthey Planned Maintenance and Autonomous Maintenance training and application programme to tactically reduce mean time to repair and mean time to breakdown on prioritised assets. Delivered internal competence to be able to sustain and drive down consultant cost.• Exemplified problem-solving approach and expertise by managing group resource to support critical business problems: critical product reject rates reduced from 20% to <1%, cycle time decreases leading to the avoidance of additional CapEx investment, supported SAP transition enabling output to sustain and avoidance of customer penalties.• Led and delivered cultural change to support the RCA and OpEx initiatives, challenged senior leader’s accountability for sponsorship through structured feedback in order to ensure changes were sustained and required resource was available.

Reported to the Process Development Engineering Manager; led a team of engineers to carry out research and scale up work, including the design, procurement and installation of lab and pilot scale equipment.• Accountable for multiple capital installation projects. Coordinated overall resource ensuring that the projects were delivered safely, on time and in budget. Coached and led hazard studies 1 – 6 and ensured EHS compliance of the team throughout the project lifecycle. Included risk assessment and method statement facilitation for onsite works, contractor induction and briefs.• Generated scale up protocols to ensure business risk minimisation at an early stage in the industrialisation process. Led my team in research projects with global reaching impact.• Led multi-disciplined international teams to commission equipment of newly installed production lines to satisfy audit and equivalency conditions for customer requirements, both remotely and onsite.