Mark Protheroe-Thomas Email & Phone Number

Llantrisant, Wales, United Kingdom

Focused on business growth, Product Quality, profit and loss, planning/scheduling, customer delivery, process optimization and improvement, cycle time reduction and key performance indicators execution to develop a stable operation. Hired 100+ personnel in 2 years. Increased site footprint with Zero impact to customer. Overseeing - Production, Quality Assurance, Quality Control, Engineering, and Shipping departmentsResponsible for the Llantrisant Site, manufacturing Agarose Resin to support a global network in the Pharmaceutical, Life Science, Food and Drink industry.Site of 249 staff inc. RD&E, Operations, Logistics, Quality, SHE, HR, Facilities, Finance and Purchasing.2022, Delivered a project three months ahead of schedule achieving a 100% increase in site capacity.Attained the Queens awards for International Trade and won the Business of Wales Innovation award in 2022, Attained EXCiPACT site certification in 2023.Restructured Operations, implemented daily and weekly operations, business, and forecasting meetings.Increase SIFOT from 24% to 93% in 2023.Customer Focus – Reduced customer complaints, Positive Quality Audits and increased commercial integration.Key member of the team responsible for integrating the site from a Privately owned company into Ecolab. Sustainability: Reduced plastic use on site by 41Tons - Built a new office facility which generates 88% of its energy.

Cardiff, United Kingdom

T&M Profitability Leader responsible for driving T&M P&L performance on all product lines, contracts and Contract Execution Leader/Focal across all of the global shops, driving consistency and rigor across our shops/profitability leader effortsOn-site Leadership for all matters relating to T&M contract and SV execution. Create collaborative environment, and drive engagement across key shop functions, including Customer Operations, Engineering, Shop Operations and Finance/Billing. Drive execution of processes that impact T&M OM$/SV and cash cycle performanceReport directly to the US-based T&M Materials Channel Director and dotted line to the Shop MD.Develop and maintain personal expertise in T&M profitability analysis (Bid vs. Did), and drive key learnings back to commercial, modeling and operational teams globally Engage with all relevant shop functional leaders (Engineering, Finance, Operations, Materials and Customer Operations) to ensure optimal OM$/SV execution and T&M profitability Partner with all relevant shop functional leaders and working teams to build sustainable expertise and competencies for all T&M related processesParticipate in T&M Profit and Loss (P&L) operational and financial planning and execution at assigned GEES Overhaul shop Active leadership in all aspects of T&M Gate -1 through the Billing Cycle, acting on leading indicators impacting SV profitability Lead the use of T&M Target Cost and WIP tools and processes, and champion the application and use of T&M Digital Tools Share and receive best practices from other GEES and Offload shops to drive consistency and uniformity in all T&M related endeavorsCreate & execute ESN-level KPI Tracker as well as the Project Trackers, a scorecard summarising key P&L Deliverables as measured by above tracking mechanisms (By Shop & Product Line), e.g. Input/Output/WIP, OM/SV profitability, KPI execution, Impact Project execution summaryCreate a “Working Together Framework” with CSA Shop Cost Leaders

Cardiff, United Kingdom

Responsible for hiring, building and restructuring a new planning team at the GE Wales facility, focused on developing the planning of GE Wales products and integrating with the Ops team. Team focused on process improvements that result in customer cycle time and business cost reduction, through identifying business pressure points, labour capacity, coordinating/organizingIdentified the lack of focus on the modules within the operations and developed plans to address, resulting in a 105% increase in module output in ’16 and additional 46% increase in ’17 and 38% in ‘18 Standardised product planning documentation and processes. Enhanced documents to capture TAT data and historical data to support TAT data analysis, business reports and customer reviews and HQ Represented Planning and Materials in customer meetings, discussing business plans to improve TAT performance and timeline for implementationChair and developed daily Gate Zero meeting with Ops, COM’s & Engineering ensuring all necessary processes were aligned to allow a timely induction of the engines/modules to their intended slot allocation. Resulted in a consistent 96-98% slot allocation for the Engine businessIncreased Gate 1 rigor through closure rules development, identifying solutions to historical exception items that have seen improvements in overall TAT in the 2nd half of '16 onwardsDeveloped and supply weekly, monthly metrics and reports to HQ on shop performance Key member of the Digitization team developing production planning, labour capacity, financial and visualization toolsGenerate Engine Repair Cycle analysis for Customer reviews and discuss areas of opportunities for both parties to drive process improvements that result in improved On Time DeliveryManaged the Technical Records department responsible for the managing of airline engine data, engine/module certification and ensuring processes aligned with the Airline and Global Regulatory requirements

Cardiff, United Kingdom

Six Sigma Black BeltResponsible for delivering productivity within the GE90 Customer Services Agreements. Utilizing previous experience in Engineering, Customer Accounts management, Operations and Supply Chain.Responsible for: o Identifying opportunities to address waste o Analyising processes and costs o Seek, share, and implement best practices o Lead and facilitate cross-functional project teams o Implement projects and controls aimed to reduce defects o Work with operating leaders and teams to uncover and assess lean Six Sigma opportunities for GE and its suppliers o Facilitate, train and mentor Aviation personnel in Lean Six Sigma tools o Act as a change agent to institutionalize Lean Six Sigma quality in conjunction with the Master Black Belts o Provide leadership and direction to cross-functional team empowered to execute the Lean Six Sigma strategy for overhaul shop visit cost reduction

Farnborough

• Responsible for 8 global Drilling and Wireline product line sites with ~210 personnel focused on manufacturing, servicing, planning, buying, coordinating and shipping Oil & Gas Wireline and Drilling spares and equipment to our Global customer network. • Analysed and reorganised the business to address the vendor material supply, forecasting, capacity planning and delivery. • Championed the introduction of an Apprenticeship program at GE Oil & Gas, Farnborough• Developed a structure to drive into each area of the Supply chain to address the lack of procedures and material flow. • Lead a Supply Chain business culture change and focus• Implemented Operating rhythm and key organisational hires• Represented Farnborough Oil&Gas business in corporate EHS review• Result - Wireline business output up 85% and $ output per direct head up 61%. Record Wireline Sales delivered. 73% reduction in overdue orders. OTD up from 48% to 72% and P90 Span down 71%.

Cardiff, United Kingdom

• Europe, Middle East and Africa - Network leader responsible for managing a $230M Gas Turbine Repair and Engineering business. The business comprised 700+ personnel in 8 facilities located in 5 countries across the region. • The key goals and objectives were to, transitioning the business from a P&L to a Fulfilment focused organisation, reducing cost and increasing customer satisfaction. • Implemented lean processes, a Gate process, internal and external workouts, focused on OTD, growth, cost and cycle reduction.• Implemented improved and robust customer communication• Enhance operational daily, weekly, monthly and quarterly rigor. Introduced Operational focused meeting.• Delivered $45M CC through transitioning 125,000 hours and driving productivity projects on repair work transferred to the GE Energy Veresegyház facility. • Led and managed the closure of the Barcelona and Madrid repair / service centres in Spain. Transferring the work to Bilbao and Dammam respectively, this resulted in an average 30% increase in margin.• Implemented and led a 6 month Working Together Team with our largest European customer, which resulted in a significant increase in customer satisfaction and business understanding• Presented the Energy Services EHS Strategy for the facility being built in Kaluga, Russia at the Session E in Munich.• Result - OTD up from 53% to 83%. HPT Blade repair cycle reduced from 223 days to 42 days. Cost reduced by 65% and output increased by 200%. Gas turbine rotor refurbishment cycle time reduced from 207 days to 67 days

Cardiff, United Kingdom

• Key member of the GE90 Platform, responsible for the $4.75B Profit & Loss, Customer Satisfaction and Growth of the British Airways Customised Service Agreement (CSA) and Time and Materials Contracts. • Provide Leadership, support and direction to three direct reports and council to the GE90 Platform General Manager and Global Team Leader on the other Wales GE90 Platform personnel (11 off).• Member of the GE90 Platform and GE Wales Staff Team. Primary liaison between internal GEAE organisations and airline customer. • Provide direction and Leadership to the GE Wales Engineering Support, designated On Site Coordinator / Field Service Representative to ensure program metrics are met and commercial interests protected. • Key sales interface for new contracts and proposals. GE Focal point for negotiating and resolving customer issues. • Key member of the GE Wales team that; over a period of 18 months; successfully renegotiated the renewal of the British Airways RB211 & CFM-56 Engine maintenance contract worth $2.2B. • Delivered three times the GE90 Contract Margin Review (CMR) Q1 ’05 (Target $16M – Delivered $47.7M), and 3 times the target in Q1 ’06 (Target $18M – Delivered $59.3M).

Cardiff, United Kingdom

• Responsible for the profitability for the Continental, China Southern and Alitalia GE90 customers • Assuring timely resolution of customer issues and overall customer satisfaction. Provide total (Customised Service Agreement and Time and Material) program leadership. • Provide direction to the Maintenance Cost Per Hour (MCPH) Technical Manager, designated On Site Coordinator / Field Service Representative to ensure program metrics are met.• Provide coordination with other GEAE customer organisations through the Customer Team Process. • Primary liaison between internal GEAE organisations and airline customer. • Manage yearly Contract Margin Review process. Develop and implement business plans to achieve program profitability and workscoping.• Monitor fleet performance and initiate actions as required. Organise and support program and technical reviews with customer. Generate regular program updates for internal management.

Cardiff, United Kingdom

• Technical Manager for the CFM56 & GE90 MCPH program fleet, consisting of British Airways, Continental Airlines, Lauda Air, China Southern, China Northwest, Aer Lingus, GATX, Novair and LanChile. • Technical interface between Fleet Management Operations (FMO) Program Manager, On-site coordinator, Repair/Overhaul Shop and Airline customer. Ensure program objectives are met and commitments delivered. Provide technical oversight, and decision-making, ensuring shop process and workscopes fulfil FMO / Airline Customer Contractual, Specification and Regulatory obligations / requirements. • Perform engine reliability tracking / opportunities and collaborate proactively with shop personnel and MCPH team to resolve repair issues and increase efficiencies in the repair processes. Provide leadership and work direction to other Powerplant engineers as assigned.• Work with the airline customer and internal MCPH support team to update Shop Maintenance Specifications to improve engine reliability, turn time, durability, safety and cost. The result of which led to the team delivering $12.7m and $6.35m over Target for 2000 and 2001 respectively. Time On-Wing and Shop Visit management increased the balance by $31m.• Monitor airline customer line maintenance practices in coordination with the On Site Coordinators, affecting the MCPH program and resolve issues. Define and distribute the workscope specification for engines in the shop. Collaborate proactively with shop personnel to resolve Overhaul/Repair, Quality and TAT issues. Coordinate and review Supplemental-billing invoices for the GE90 MCPH Operators. Providing technical support for the Airline Customer and Repair / Overhaul facilities, 24 hours a day.

Cardiff, United Kingdom

• Managing the GE90, Rolls-Royce RB211-524D4, -535C37, 22B and P&WJT9 aircraft engines reworked at GE Aircraft Engine Services Wales.• Organising and facilitating meetings with the industry’s engine manufacturers, GEAES Wales, repair vendors, component manufacturers and British Airways personnel to develop the engine workscope, performance, reliability, quality, and reduce the airlines operating cost, ensuring safety is paramount. • Developing and managing work in progress and stock holdings initiatives generated £3 million of cost savings in 1997, and a further £8.4 million in 1998. • Work closely with the Finance, Business, and Commercial departments of British Airways on warranties, compensation, budget forecasting and monitoring the annual £300 million budget of engine overhaul. • Providing technical support for the GEAES Wales and British Airways facilities, 24 hours a day.

Cardiff, United Kingdom

• Engineering team leader responsible for the technical support to all of the teams at GEAES Wales, GE On- Wing Support, GE90 partners, and customers. • Goal & Objective - ensure GEAES had the capacity to meet all its customers’ requirements when GE’s latest and largest aircraft engine (GE90) entered service in September 1995. • This involved technical publications, process / stage sheets, workscopes, Civil Aviation Association / Federal Aviation Association requirements, training, tooling, engine transportation, project costs, team facilitating, liaising with GEAE Cincinnati, project planning, monitoring and man managing up to 40 personnel at remote locations. • Accumulating a wide base knowledge of the GE90 engine, in preparation for the position of GE90 Powerplant Engineer at GEAES Wales.

Cardiff, United Kingdom

General Electric GE90, Rolls-Royce RB211-524D4, -22B & -535C37• Responsible for the technical standards, safety standards, performance improvements, and performance retention of several marques of Rolls-Royce aircraft engines. • Providing technical support to the GEAES Wales facility, Heathrow facility and airline operators served by both facilities. • Discussing engine workscopes, determining engineering standards and aircraft engine costs with current and potential customer. • Member of the GE90 project team responsible for the technical support for GE’s latest and largest aircraft engine for Boeing 777 aircraft. Liaising with the GE90 engineering team at Cincinnati, production engineering, production, finance, supplies and marketing departments with GEAES Wales.

Cardiff, United Kingdom

• Responsible for determining the non-availability of aircraft engine components, their compatibility and interchangeability to satisfy the facilities annual 350 engine throughput. Adding component part number, aircraft / engine applicability and life restrictions onto the British Airways systems database.

Cardiff, United Kingdom

• Successful in securing a first ever 3-year undergraduate engineering apprenticeship with British Airways ENGINE Overhaul Ltd.• 18 months’ work-experience within the BA Aircraft Engine Overhaul business, covering engine disassembly, chemical cleaning, inspection, repair, assembly and test. • Experience gained in the Development Engineering, Repair Development Engineering, Production and Production Engineering departments. • Developed an aircraft turbine blade optical inspection tool for the final year thesis, which greatly improved the accuracy, consistency, and inspection time for the component.

Education record

Education record

Mechanical & Manufacturing Engineering B.Eng. Hons, Mechanical Engineering, Second Class Honours Degree (1St Division)

Activities and Societies: Mechanical Engineering Society IMechE - Student Membership

Ba Undergraduate Apprenticeship, Jet Engine Build, A

Btec. N.C. Mechanical And Production Engineering., Mechanical Engineering, Distinction

A Levels & O Levels, Various, Various

‘A’ Levels: Engineering Drawing, Physics, and Maths. ‘O’ Levels: Biology, Maths, Scripture, Physics, Welsh, English Language, Engineering.