Responsible for the management and deliverables of a team of 20+ manufacturing engineers and technical experts covering the areas of automation, robotics, surface preparation and paint and metallic processes. This includes:-• Driving technological developments through partnerships with academic institutions, strategic suppliers, Airbus research and technology teams and internal customer organisations.• Turning developing technologies into real projects opportunities which contribute to the business continuous improvement targets, manufacturing rate changes and new product developments. Typical project budgets across the team from 50K to 25M• Ensuring best in class project management techniques are deployed across the team to ensure TCQ deliverables.• Ensuring that all current and upcoming environmental legislation is embedded into the manufacturing process in particular in the areas of harmful or environmentally damaging substances.• Leadership and development of a team of multi skilled technical specialists ensuring team and personal development, skills gap analysis, succession planning and early careers development.• Full budgetary and headcount responsibility for the AMT team. Operating budget 2.5M

As Head of Lean Deployment for Airbus Broughton my primary responsibility was to lead and manage a team of Lean experts and change agents based in each of the product business areas (31 heads). I was personally responsible for driving the AOS (Airbus Operating System) strategic deployment on behalf of the plant working with central functions and transnational colleagues to ensure the latest standards are fully implemented and are aligned to the plant strategic direction. I was a key member of the transnational AOS network developing and deploying new standards and sharing best practice with colleagues through formal and informal networksThrough my team I was also responsible for cost reduction activities across all the product business areas in line with RC / OP targets. These targets are achieved through the robust management of LBIP project portfolios covering attendance hours, disruption, lead time / cycle time, involvement scheme and NPO reduction and target the removal of waste from the process through improvement / innovation. I had full budgetary / headcount control for the AOS team

As a senior member of the A350 management team my role of integration manager covered multiple aspect of the business. Primary areas of focus are around line support and delivery through support function alignment and tooling support enablement. Ensuring that the business is fully resourced for both white collar and shop floor heads and that all those resources are fully trained. Direct responsibility for NPO management and control of local basic capex investments brochure. Develop and drive local TVP’s in line with overall business objectives. Direct management responsibility for the safety, ops support, technical acceptance and resourcing teams (30 heads).

Working as part of the LCMA management team I was responsible for the management of multiple high value strategic projects in support of business strategy, new product introductions, rate requirements and Power 8 cost reduction targets. This was achieved by deploying benchmark project management practices to achieve TCQ targets, and establishing key outward looking relationships with programs, procurement, engineering, customer, R+T and strategy / investments teams at both AUK and ACE level.My role also supported the development of long-term LCMA strategy and the deployment of Airbus Core / Non Core and Make v Buy policy.

Working as part of the machine systems team my role had both project leader and machining specialist responsibilities. As project leader I was responsible for large capital projects (£17M) from initial proposal to handover to the customer. As machining specialist I was responsible for supporting the machine systems team and external customers with detailed machining knowledge and defining the machining strategies to be pursued at Broughton and Airbus UK level. This included interfaces with external bodies such as key strategic suppliers and government sponsored organisations.

Working as part of a small engineering team responsible for constantly improving the efficiency of the manufacturing process whilst still maintaining product quality. Focusing on the latest technical developments in tooling, equipment development and new working methods in order to maximise the efficiency of the process.

Working as part of a project team or individually responsible for the engineering of new and current product lines within a rapidly expanding, fast moving manufacturing business. This includes project management, process and layout design, machinery and equipment specification, new technology implementation, technical liaison with customers, tooling and fixture procurement, documentation design and timescale and budgetary control.