Interim Management and Transformation LeadershipShort to medium term turnaround and or transformation assignments in general management, engineering operations and project management positions delivering bottom line savings, rescuing faltering projects and programmes, restructuring operational and customer facing functions, changing behaviours with continuous improvement at the centre.ransfor

A £10 + T/O, privately owned group of companies Headquartered in the UK with sites in the USA and China, manufacturing and supplying capital equipment and consultancy services into hazardous areas predominantly for the Oil & Gas industry. Engaged to improve business performance following a 30% fall in sales, and significant profit reduction, related to the collapse in oil prices and a global reduction of expenditure in the Oil & Gas sector in 2013/14.- 85% improvement to customer arrears, production output improvement of 40%- Factory laid out to improve product flow, reduce inventory and manufacturing standard times. - Developed a companywide Continuous Improvement programme including a steering group and trained CI facilitators to sustain and drive further improvements. - Implemented a new management structure aligned KPIs; recruited a permanent Operations Director. - Worked with sales team to re-engage with pharmacutical customers.- Headed up a strategic plan to enable continuation and sustainability of ongoing business transformation and to return the business to a targeted minimum profit making position.

Richmann Walsh Engineering Ltd, Precision Machining, Gear Cutting and Assembly; Prototyping, One offs through to Volume Production www.richmannwalshengineering.com 50+ years history of supporting Automotive, Motorsports, Yellow Goods, Agriculture, Mobility, FMCG, Rail, White Goods clients with component and assembly solutions. Capability; 3 and 4 axis CNC turning / milling, internal and external cylindrical grinding, broaching, spline and thread rolling, ALL gear types, full toolroom facility - jigs and fixtures, reverse and re-engineering and design solutions. Expertise in gear box and differential re-engineering; extending product life and efficiency in the motorsport industry.Full Metrology / Inspection department supporting production customers and available as a subcontract provision.Full CAD/CAM, ISO 9001 compliant, APQP, PPAP, ISIR.Walsh Engineering Solutions Ltd, 150+ machine centres, 30,000ft2 of manufacturing space, established in 1968 originally as a toolmaking company which has evolved over the years gaining a renowned reputation as a specialist component manufacturer and bespoke engineering service provider.

Teamworx Technologies LtdLean consultancy and Training + FirstLine visual management software + Interim management, Lean4Green carbon reduction, Fusionworx performance management software. FREE on-site interactive workshops in Lean subjects.Organisation3 Directors2 Admin 16 Members 8 ExternalsBusiness - 3 Facets:LeanStrategic Lean deployment consultancy and training in manufacturing and non-manufacturing companies is a specialism including Lean Office. The efficiency improvements are incredible. Large capital project management experience and making carbon reduction profitable through our Lean4Green programme are key features of the business.SoftwareTeamworx performance management software, Fusionworx, makes managing and improving multi-national corporations to small businesses easy. It is packed with team coordination and development plus Lean tools. Bolts seemlessly onto other systemsOur visual management software, FirstLine, makes displaying office or workshop performance easy and 10 times quicker than by using Microsoft tools - free trial available

A €300M+ T/O, Nordic Capital, 320 employee, VC backed international mobility company, manufacture and supply stairlifts from 3 manufacturing sites across Europe and China and with aftercare support for a 150k+ in field products. Engaged by Nordic Capital to improve product reliability, develop and implement a quality focused organisation, concurrently manage the UK Operations function and latterly managing Customer Services.• Increased product reliability by 100%, winning back contracts with a 10% sales increase.• Introduced high level business KPIs to ensure product reliability issues do not return. • Realised £160k of an identified £300k in UK production costs; multi-functional teams to drive out costs. • Restructured and regionalised internal and external customer services teams improving customer focus.• £1M cost reduction through the implementation of a field service business plan.

A £45M+ T/O, part of the Asian Amtek Group of companies, 236 employees machining chassis and engine casting for supply to major OEMs such as Ford, JLR and Peugeot;Recovered the business from a level 3 supplier into JLR, initially recruited for 3 months to cover until a fulltime Plant Manager commenced, continued thereafter as project manager building a second factory and the implementation of plant, equipment and people recruitment increasing turnover from £45M to £80M per annum; JLR and Ford sales.

2002 – 2003 BMW Group (Plant Oxford) 6 mths ManagementTeam Coach