Innovative Aluminium forming technology Chairman/Shareholder; Imperial College Startup Completed 2nd Round £6m Fundraise, inc. Grant and state aid, Won £7m Grants, EU and Innovate UK, First commercial production and licensing achieved

2006 - 2011 Chief Executive 2005 - 2006 Commercial DirectorListed FTSE 250 company with two leading global engineering businesses: ESAB, the world’s leading welding company, and Howden, the global leader in air and gas handling• Increased earnings by 550% from 2004 to 2008, whilst doubling revenue and generating positive operating cashflow every year• Led the company through the recent recession without recourse to shareholder support, reducing ESAB’s costs by £60m and headcount by 20%• Positioned Howden for record performance in 2011, whist setting the future restructuring agenda for ESAB • Continued to rebuild the human and physical infrastructure of the company following period of declining performance and financial stress at the turn of the millenium• Improved operational capabilities of the Group through ongoing focus on execution capability, risk management and control• Focused on Health and Safety, reducing Lost Time Accidents and Severity by 80% • Positioned the Group to have the necessary resilience to address end market contraction whilst retaining the long term goal of growing profitably• Integrated global businesses with ongoing migration of activity towards emerging markets• Chaired the Board of listed companies in India and South Africa

International building materials group: readymix, aggregates, cement and building products• Responsible for Group operations in the UK and the USA• UK: Turnover £1.1bn, employees 7500, EBITA £80m• Business totally revitalised; EBITA increased by 50%; generated £340m cash from operations; delivered profit and cash in response to group needs• Non-core operations sold to raise nearly £500m• Delivered major change programme to achieve new levels of profitability; built on cost reductions of about £20m to £25m, with headcount reductions of circa 500• USA: Turnover £1bn, employees 6000, EBITA £70m• Introduced new regional management structure; reduced overheads by £10m• Turned around difficult Carolina operations; disposed of non-core and loss-making operations• Positioned business to benefit from strong market conditions in 2004• Represented RMC Group: Member of Business in Environment Leadership Team, Member of Council of Quarry Products Association, Member of Council of Construction Products Association

Large project execution business, driven by technology, execution competence, engineering, construction, and supply chain management• Turnover £1.2 billion; employees 11,000; 55 profit centres in 17 countries• Full profit and loss responsibility; targeted significant profit enhancement and cash generation through cost reduction and performance excellence. Cost reductions of £28 million identified and £40 million targeted; reduced headcount by 28% in 12 months• Integrated former Process (John Brown) and Metals (Davy) E & C businesses• Restructured management to give enhanced profit and loss responsibility to business managers; selected and developed senior management team• Established US construction arm capable of delivering +$100m projects• Member of the Corporate Management Group of Kvaerner ASA

Full P&L responsibility for Metals division: Turnover £800 million; employees 4800; 25 locations in 8 countries• Returned division to profitability from a significant loss-making position• Reduced operating costs materially; closed loss-making sites

Responsible for all treasury activities; bank relationships, balance sheet, FX and interest rate management, cash management, bonding, project finance, capex appraisal and review

1993 - 1994 Deputy Head of Corporate Finance 1988 - 1993 Assistant Group Treasurer 1985 - 1988 Senior Commercial Lawyer