With a great team of people I have created a world class production facility, probably the best and most advanced in its industry, able to respond with great flexibility to market demands and provide an ever growing range of products. This performance has been recognised, in a CBI sponsored benchmarking programme we achieved world class status.The use of lean principles have enabled us to improve productivity, minimise waste, reduce costs, optimise space utilisation, limit stock and increase output. Lean has also helped us to provide the levels of flexibility and lead times that our industry demands. Appropriate KPI's have been developed and introduced to measure and help drive further improvement. We have achieved On Time In Full (OTIF) delivery performance of 99.8% whilst accommodating output variances from 80% above target to 30% below.In the face of some keen competition I reengineered one of our main product ranges to provide cost reductions, whilst at the same time adding additional client benefits/improvements. With associated investment in new machinery this provided a 25-33% cost saving which provided for payback of the investment within a few years based on current turnover. However capacity is now more than doubled and lower costs will enable much greater market penetration. In the face of a falling market share I redesigned an existing major product range, together with changes to manufacturing and the assembly process this resulted in a saving of almost 20% and a subsequent doubling of turnover for that product rangeTogether with another Director I carried out a successful acquisition of a multi-million £ Company and successfully integrated it into our business. We enhanced and added to our production facility capability and resources to enable us to efficiently produce many of their products in house. Subsequently reengineered many of their products and added associated systems and procedures to improve competitiveness, quality and consistency.

Achieved the successful start-up of a new business venture in an established and highly competitive market sector at a time of zero market growth.I personally had complete P&L responsibility for the division and designed and developed a complete new innovative product range and took it to market. Allied to this I developed robust operational systems, processes and procedures for all administrative, management and manufacturing aspects of the business.This was accomplished as a division of a multi-million pound Company that at the time was looking for opportunities to grow and add value. In the first full year and with a very small team we achieved turnover in excess of £1m and became the Company’s most profitable division, despite the fact that the other divisions were established major players in their markets.

Initially part of a very successful sales team within the acoustics industry I then moved to turn around a poorly performing project management division. With full P&L responsibility for a team of project managers I developed and implemented bespoke systems, processes and procedures to deliver improved performance, efficiency, quality and consistency

Part of a very successful sales team, in particular I helped to develop and take to market a new concept in acoustic air handling equipment that provided significant developer and end user benefits. Personally obtained two major orders of circa £1m each

Responsible for design, project management, manufacture and installation of a range of bespoke acoustic and architectural products.