As UK Site Director I take responsibility for the UK strategic leadership of Quality, Manufacturing, Assembly and Warehouse, Supply Chain, Human Resources, Process Engineering, Information Technology and Environmental, Health & Safety, additional accountability as Managing Director of Apeks Marine Equipment Ltd.Other critical impact areas as UK Site Director include:• Ensuring effective use of material and labour resources to ensuring manufacturing targets are achieved and cost are controlled.• Taking accountability for safety performance, promoting and driving a ‘Safety First’ and ‘6S’ culture, ensuring this is a priority for theteam.• Co-ordinating the work of all departments on site to achieve all set KPI targets and an OEE performance of >85%.• Developing and implementing world class manufacturing best practices, reinforcing LEAN manufacturing principles at all levels.• Fully utilising DDMRP methodology to ensure that availability of critical component is maintained at 99% so that OTIF delivery performance of 98% is achieved.• Leading S&OP process with manufacturing and R&D team to ensure that new products are launched on time will full adherence to quality and CE standards• Engaging with peers in other sites to share problems and best practices in manufacturing, planning, supply chain, quality, health and safety, repairs, and maintenance.• Preparing and executing manufacturing budgets and forecasts.

As a member of the Board of Directors, I provide senior leadership and strategic direction to the Manufacturing, Assembly, Safety, Quality Continuous Improvement, Scheduling, Planning, Project Management, Manufacturing Engineering, Facilities Management and Supply Chain functions.Experience / Accomplishments➢ Assess all key processes for effectiveness and compliance to create Strategic Road Map.➢ Creation of a 3-5 year Functional Strategy, enabling flow down to departmental level covering SQCDP, allowing strategic detail planning and implementation planning. ➢ Design and implementation of a bespoke Operational Excellence program for all employees companywide. ➢ Creation of key data to enable performance transparency, e.g. Project scorecards, vendor performance, efficiency and departmental performance baselines.➢ Immediate reorganisation of personnel to enable early change to team dynamics and culture.➢ Business wide team engagement through introduction of daily start up build sessions, works council, driving forward group, NCR process review forum, How are we Doing Briefs.➢ Manufacturing Engineering and Master Production Scheduling introduction to the organisation, to support quality, efficiency and delivery improvements.➢ Implementation of Visual Management to drive communication, defect identification, resource management.➢ Conceive, design and implementation Safety and Continuous Improvement capture databases, processes, roles and responsibilities. ➢ New facility located and acquired with minimal transitional business disruption, this was a strategic objective for the business.➢ Played a pivotal role on the Board to develop a 5 year business strategy, which enables a 5 year Production functional strategy.➢ Project lead for ISO 45001, 14001, 27001 planning, implementation to accreditation.➢ Introduction and implementation of Capacity planning and Sales and Operations planning.➢ Implementation of SAP B1 ERP system into the Production functions.

My role as Operations Director was to effectively manage and engage in end-to-end activities within the Manufacturing Process that fully support the Productive, Profitability, and Efficiency aspects of the business whilst maintaining the required high level of quality and delivery requirements laid out by the expectations of the company’s client base.The role encompassed managerial supervision at a senior level. The role encapsulated all levels of operational and production management across two main work streams, Production” & Engineering. My role involved the management of the Manufacturing Engineering Team enabling the successful delivery of both New Product Introduction and Process Improvement activities, along with the management and deployment of end-to-end manufacturing activities throughout the production process. Experience / Accomplishments ➢ Assess all key processes for effectiveness and compliance➢ Identify opportunities for SQCDP improvements➢ Develop 2020-21 recovery plan➢ New Product Introduction process implemented➢ COVID-19 compliance program implemented➢ Develop / train and implement MRB / NCR process to enable quality improvement➢ Introduction of OEE and lost time analysis, 7% gain in efficiency achieved in 6 months. ➢ Immediate reorganisation of shop floor - £72k saving➢ Team engagement through introduction of daily start up sessions➢ Leadership sessions introduced to align team ethos and remove silo culture➢ Implementation of Visual Management to drive communication, defect identification, resource management, good day / bad day, shop floor engagement, contribution awareness, escalation process.

A member of the senior leadership team, responsible for the operation of the tufting and backing facilities.Full accountability for leading the production and engineering departments to safely achieve the plant production targets within the operational budgets.I developed and maintained an engaged production and engineering team, to ensure people, process and plant were continuously improving and optimised. Experience ➢ Complete autonomy to run the operational business➢ Alignment of a dysfunctional team➢ Creation of ownership across functions➢ Coach, mentor and lead lean leadership and methodologies to a group of peers and direct reports who had no exposure to the principles e.g. policy deployment, visual management, practical problem solving and 7 waste elimination Accomplishments ➢ Development of a detailed manufacturing strategy communicated to the entire organisation to enable full support and buy in. ➢ Successful introduction of OEE as a daily tool reviewed in a daily start up meeting with full attendance of all key stakeholders – to date 10% increase in OEE resulting in cost savings in excess of £200K as well as creation of additional capacity➢ Formulation of a plant maintenance strategy with the introduction of TPM and FMEA analysis of key critical path machinery decreasing downtime by 12%➢ Continuous improvement process and target introduction / achievement of targets which has been adopted across Forbo globally and deemed best practice➢ Quality circle methodology introduced on a specific product range with a yield of 40%, now achieving 93% exceeding the original target of 85%➢ Successful proposal and commissioning of £1.8m Capex equipment to reduce costs by £600K per annum

To lead the strategy and operation of the Engine and Module Overhaul facility in order to meet agreed financial, commercial, quality and customer goals.Be a key participant in determining repair and overhaul strategies for the business.Lead and motivate the production teams to deliver the business requirements.​Drive the implementation of continuous improvement and operational best practice across operations. ​Direct and control the production operations so that all customer requirements are satisfied in terms of turnaround time, technical specifications, cost and quality. Experience ➢ MRO (Maintenance, Repair and Overhaul) value stream process➢ Operational accountability to support £330m turnover➢ Determining strategy approach➢ Dealing with CAA and FAA governing bodies➢ Senior leadership and coaching of a multi-functional team Accomplishments ➢ Andon / job stop process improvements generated – creating accountability transparency and clear escalation which improved productivity by 15%➢ Escalation meeting structure defined and implemented➢ Improved employee engagement via introduction of Shift Start Up meetings➢ Daily dashboard creation – (Have we had a good day?)➢ Delivery of accelerated quality program (the only RR facility to achieve this on time)

Accountability and responsibility for the leadership and development of a multi-skilled operations team working within the F35 Lightning II value stream.To deliver all key business performance indicators within the SQCDP model, including the delivery of the Machining and Treatments Integrated Business Plan.Experience➢ Creation of SQCDP Balanced Scorecard,➢ Leadership of functionally Integrated Product Team,➢ Team Engagement / Leadership and Development – culture change, Policy Deployment,➢ Practical Problem Solving toolset,➢ Complex 5 axis machining,➢ Trade Unions – HR1 consultations,➢ SHE Exemplar.Accomplishments➢ Achievement of the best delivery performance (failed first operations and failed last operations) in the history of F35 Machining at BAE Systems,➢ Effective Policy Deployment for SQCDP to achieve 92% Green scorecard YTD,➢ Creation and implementation of tactical plans in order for the team to deliver the Business Strategic Development Plan,➢ Transformation of the business unit and culture within the team,➢ Utilisation of Overall Equipment Effectiveness and First Line Maintenance➢ Achievement of the 15% cost reduction targets required by the customer➢ Business Continuity Planning – creation of a plan for every part,➢ Good to Go implementation to support the achievement of quality targets,➢ Manufacturing Rate Readiness Process milestones delivered to schedule,➢ Trust in Leadership tools introduced to support team engagement, development. I led the development of a manufacturing team to develop capable processes in order to deliver the F35 product ‘right first time’, on time and to budget.

Experience➢ Developing company strategy for Sales and Marketing, ➢ Undertaken a programme of internal restructuring,➢ Company budgeting including Capital expenditure,➢ Management of Sales and Marketing personnel,➢ Managing Internal and external customer relationships. Accomplishments➢ Increase in sales turnover in excess of 60%,➢ Identification of Key customers new and old in line with company strategy,➢ Creation of key customer database identifying key stage interaction,➢ Implementation of complaints procedure and corrective action,➢ Development of a continuous improvement / business transformation program.

Experience➢ Complete responsibility for Manufacturing (100-120 personnel),➢ Responsibility for site turnover of £12-14m,➢ Involvement in all aspects of the business from Commercial to Manufacturing, SupplyChain, Quality management and Delivery,➢ Responsibility for leading Continuous Improvement initiatives,➢ Stakeholder management with OEM senior personnel including Airbus, BAE Systems,➢ Budgeting and implementation of Capital Expenditure program.➢ P+L responsibility, budget preparation including cash flow, balance sheet and source and application of funds, Accomplishments➢ Introduction of SAP into the Manufacturing department and trained in excess of 50 personnel➢ The successful introduction and use of KPI’s to run the department efficiently e.g. op start, dwell, work to list adherence,➢ Creation of internal and external SLA’s throughout the manufacturing department to aid on time delivery and ensure customer demand and satisfaction is maintained,➢ Completing factory move on time and budget in line with lean manufacturing models➢ Achieved the number one supplier position on the Vendor Schedule League Table.

Accountability for all Out of Production Aircraft Spares including Sales, Commercial, Quality, Cost, Delivery and Customer Service.P+L responsibility along with budget forecasting and adherence.I developed internal processes to deal with AOG requirements and segregate the Spares business from full production to provide a more efficient cost effective solution to customers such as BAE Systems, Rolls Royce and Short Bros (Bombardier).As a result of the above improvments RSM increased its Spares business by circa 30%.

Working for the Sales Director I was responsible for New Business Development as well as ensuring our current customer base were aware of our ever growing capability.I was successful at introducing new customers such as Martin Baker Aircraft, Britax Rumbold, Mclaren F1 to the business.