I have the privilege of leading a global team of Operational Readiness and Platform Readiness Project Managers, deploying SGRE’s global pipeline of new offshore service projects and operationally implementing new offshore platforms and technology.

I lead the team of Operations Design Specialists and Operational Readiness Project Managers responsible for operational design and mobilisation of SGRE's pipeline of new offshore wind farm across Northern Europe and the Middle East.

Senior leadership multi-department head for Lean, Digitalisation, Training & Competency, Data Controlling and Communications at a large scale offshore wind turbine blade manufacturing site. I am responsible for the site's overall strategy process, operational excellence and improvement programmes.

Area (Operations) Manager for 4 confectionary departments producing >19,000 tonnes of FMCG product in a large (550+ FTE) UK confectionary factory. Responsibility for all aspects of production and full suite of KPIs for 5 manufacturing plants and ~20 packing assets, including safety and quality systems, operations, maintenance, engineering and continuous improvement activities. Key facts:• Direct line management of a team of 10 department managers and indirect management responsibility of ~200 FTEs. • Member of site leadership (executive) committee• Management of department variable & fixed cost budgets, CAPEX and project investment

Promotion to Project leader for Performance Acceleration project in Cuautitlan Mexico – Nestle LATAM’s largest petfood manufacturing facility. Led a team of 4 PA Project Managers and 9 factory full time team members. Responsible for overall project results, capability building within factory teams and stakeholdering with senior stakeholders. Project brief specifically to unlock capacity in a constrained environment while delivering Total Delivered Cost improvements and competency building. Results:o Extrusion System 2 OEE Improvements from 56.9% to 70.5%o Extrusion System 3 OEE Improvements from 60.6% to 70.4%o Packing Line 4 OEE Improvements from 60% to 75.9%o Overall variable cost improvements (Wave 1 + 2): USD 1.8mo Project Fixed Cost Absorption savings: USD 9.5mo Significant reduction in water and energy usage through process optimisation

The Performance Acceleration Team is Nestle's centralised team of continuous improvement engineers and project managers responsible for delivery of business critical improvement projects across Nestle facilities globally. Project 3: Davenport, Iowa, USA. July 2017 – December 2017Nestle’s largest pet food production facility consisting of multiple Processing and Packaging operations. Market project involving 3 separate factory projects. Project brief to unlock capacity and deliver sustainable performance improvements. Factory project leader with overall responsibility of 2 Senior Analysts, 7 local team members and 19 Processing and Packaging projects .Results:o B592 & 4 OEE Improvements from 70.4% to 80.9%o Line 3 OEE Improvements from 60.1% to 70.8%o Line 4 OEE Improvements from 61.6% to 76.2%o Overall variable cost improvements (Wave 1): USD 934ko Project Fixed Cost Absorption savings: USD 2.8mProject 2: King William, Virginia, USA. January 2017 – June 2017• Litter production factory consisting of Mining, Processing and Packaging operations. Project brief to unlock volume in a capacity constrained environment. Responsible for 4 full time team members 11 projects specifically focused in the Processing department.Resultso Engineered Litter OEE Improvements from 58.1% to 72.7%o Overall project variable cost improvements (Wave 1): USD 2.4mo Project Fixed Cost Absorption savings: USD 5.2mProject 1: La Penilla, Spain. July 2016 – December 2016.• Multi-category factory. Project brief to deliver sustainable Asset Intensity improvements and standardisation. Responsible for 2 full time team members and 9 projects, specifically focused in the Confectionary department.Results:o Confectionary CAV601 OEE Improvements from 61.4% to 70%o Overall project variable cost improvements (Wave 1): EUR 480k

Production management responsibility for a team of 17 operatives, with responsibility for delivery of a suite of production KPIs (HSE, Q, Cost, Performance, Compliance).

Graduate program in Focused Improvement, involving rotations across 4 different Nestle sites in the UK. I worked as a Focused Improvement / Goal Alignment specialist, responsible for deploying TPM and good manufacturing practices, as well as delivering continuous improvement projects (DMAIC, SMED, FMEA).