Flame UK is a facilities management company providing sustainable solutions for waste, energy and water. We provide bespoke waste management and recovery strategies that enable businesses to become more sustainable whilst minimising costs. Our unique position means we can support your business’s journey towards a carbon neutral waste management system. Our highly skilled team of industry experts bring over 50 years of expertise to guide you every step of the way, with your own… Show more Flame UK is a facilities management company providing sustainable solutions for waste, energy and water. We provide bespoke waste management and recovery strategies that enable businesses to become more sustainable whilst minimising costs. Our unique position means we can support your business’s journey towards a carbon neutral waste management system. Our highly skilled team of industry experts bring over 50 years of expertise to guide you every step of the way, with your own dedicated account manager to assist in the smooth running of your day-to-day operations. Show less

This pre-revenue venture has been funded by the startup team through idea & strategy development, App scoping, market research, planning, IP acquisition, branding, and company set-up phases and it will soon be ready for external fund raising. The business is an App-based booking system that is designed to enable the gig economy for local, On Demand Services (ODS) to thrive and to satisfy specific needs of time-poor consumers. See our landing page at https://ineed.co.uk

Sterling Development is a management strategy, process and IT consulting implementation company. Our mission is to align vision, strategies, values, processes and IT to get every employee headed in the same direction with shared purpose through consulting, training and/or coaching.

Dedicated to guiding Chief Executives, Executive Teams and Chief Information Officers in exploiting Information Technology and achieving business advantage through superior data quality management.

- Developed and implemented JK Group’s strategic plan.- Integrated the Sawgrass Industrial Americas business into JK Group USA.- Supported the sale of Kiian's analogue business, acquisition of J-Teck3 and its merger into JK Group. - Supported the acquisition / integration of Sawgrass Industrial and the sale of JK Group to Dover Corporation.- Set up and ran Kiian Digital business in Shanghai, recruited staff and restructured customer base using a new value proposition.-… Show more - Developed and implemented JK Group’s strategic plan.- Integrated the Sawgrass Industrial Americas business into JK Group USA.- Supported the sale of Kiian's analogue business, acquisition of J-Teck3 and its merger into JK Group. - Supported the acquisition / integration of Sawgrass Industrial and the sale of JK Group to Dover Corporation.- Set up and ran Kiian Digital business in Shanghai, recruited staff and restructured customer base using a new value proposition.- Responsible for JK Group’s global brand, marketing and sales communications. Show less

• Restructured Kiian Manoukian Shanghai to facilitate the sale as part of the sale of Kiian Specialty to EPTA Inks.

- Responsible for 130 employees serving German customers, European group companies and +30 distributors worldwide.- Integrated teams from Fujifilm Sericol and Colormy AG to serve both customer sets and roll out of euromedia brand globally.- Optimised processes and structures to facilitate future integration into Fujifilm Graphics. - Completed implementation of SAP and new CRM system.- Managed transition from analogue to digital.- Restructured sales teams to focus on key… Show more - Responsible for 130 employees serving German customers, European group companies and +30 distributors worldwide.- Integrated teams from Fujifilm Sericol and Colormy AG to serve both customer sets and roll out of euromedia brand globally.- Optimised processes and structures to facilitate future integration into Fujifilm Graphics. - Completed implementation of SAP and new CRM system.- Managed transition from analogue to digital.- Restructured sales teams to focus on key accounts and hardware systems.- Implemented new product sourcing and quality assurance processes facilitating the use of global suppliers and improving competitiveness and gross margin. Show less

- Led 126 staff in registered companies in Hong Kong, Taiwan, Thailand and China (as below) and distributors in Korea and throughout ASEAN.- Continued refocusing business by identifying additional opportunities in the textile segment and developing partners including Nike, Puma and Adidas.- Rolled out digital equipment sales and support strategy throughout region.- Established the company in Thailand with a digital showroom in Bangkok.- Exported inks manufactured in Nanjing… Show more - Led 126 staff in registered companies in Hong Kong, Taiwan, Thailand and China (as below) and distributors in Korea and throughout ASEAN.- Continued refocusing business by identifying additional opportunities in the textile segment and developing partners including Nike, Puma and Adidas.- Rolled out digital equipment sales and support strategy throughout region.- Established the company in Thailand with a digital showroom in Bangkok.- Exported inks manufactured in Nanjing throughout the region.- Restructured East Asian business to facilitate integration of digital business into Fujifilm companies and distributors with the remaining analogue business being sold to a private investor. Show less

- Led 81 staff in offices in Shanghai, Beijing, Guangzhou, Baoan and factory in Nanjing.- Refocused analogue business away from traditional graphic segments to electronic, industrial and digital. - Developed partners including mobile phone component suppliers, such as, Foxconn.- Led local R&D and factory to develop products and services to facilitate transition.- Doubled factory output and achieved ISO 9000/1 accreditation.

- Responsible for 45 staff in Poland and 15 in the Czech Republic.- Transformed Sericol sales in 2002 which were 56% over 2001 and increased Return on Sales from -8.8% to +7.9%.- Improved the performance of Sericol sales in 2002 were 5% over budget. Return on Sales (ROS) increased from -1.2% to +5.3%.- Gained an appreciation of the local cultures and used this to develop both companies on customer service and team working.- Prepared 'bottom-up' market analyses which enabled… Show more - Responsible for 45 staff in Poland and 15 in the Czech Republic.- Transformed Sericol sales in 2002 which were 56% over 2001 and increased Return on Sales from -8.8% to +7.9%.- Improved the performance of Sericol sales in 2002 were 5% over budget. Return on Sales (ROS) increased from -1.2% to +5.3%.- Gained an appreciation of the local cultures and used this to develop both companies on customer service and team working.- Prepared 'bottom-up' market analyses which enabled successful implementation of turnaround strategies for both companies.- Restructured both companies to use resources and people more effectively. Show less

- Responsible for staff of 5- Implemented market research, marketing planning, new product justification and launches, advertising and publicity; all of which contributed to the dominant market share and growth of the company.- Commissioned customer perception surveys which highlighted the need for improvements in our product and service offer; and provided valuable information on competitors. This information was incorporated into strategic and marketing plans.- Launched new… Show more - Responsible for staff of 5- Implemented market research, marketing planning, new product justification and launches, advertising and publicity; all of which contributed to the dominant market share and growth of the company.- Commissioned customer perception surveys which highlighted the need for improvements in our product and service offer; and provided valuable information on competitors. This information was incorporated into strategic and marketing plans.- Launched new products developing strategy from conception to point of sale, analysing customer needs and ensuring that the product meets customer expectations throughout the manufacturing and marketing process. - Identified new segment opportunities such as narrow web, plastic card label and digital, subsequently developed into new divisions of the company. Show less