Michael K Hoppins Email and Phone Number

Currently I am engaged in two Business Consultancy Projects for clients: One for a leading North East England - Modern Marketing Solutions Company based in Newcastle upon Tyne.An a business consultancy change project for a Commercial /Domestic / Facilities Management - Electrical Contracting Company based in Northumberland.

Clients :Travis Perkins Plc, Seaward Group Plc, Services Design Solutions Ltd, PASS Ltd, Pickard Electrical Ltd, Northumberland CC, North East Access to Finance. Seaward Electronics Ltd - Peterlee, Co Durham - UK Market Leader in field of Electrical Safety Test Instruments.Position: Business ConsultantI provided business strategic consultancy support for change in the business following the acquisition of Seaward Plc owned by GMC Germany's number one Test Equipment Manufacture. Seaward provides test solutions to enable for organisations to comply with the demands of all types of electrical safety legislation: portable appliance testing, installation testing, testing in medical, manufacturing, and industrial sectors.Services Design Solution Ltd - Plymouth, Bristol & Exeter. - A dynamic, market leading South West based M&E Consultancy / Design - Building Services Position: Executive DirectorI was the architect behind the creation and implementation of a new company strategic business plan and change programme.I facilitated,staff engagement in a consultative approach to develop new sales & marketing strategies,as well as new business improvement initiatives and strategies.I carried out the restructure and implementation of new financial reporting and budgeting systems, alongside devising and implementing HR Systems including; a staff handbook, job profiles and descriptions, employment contracts, appraisals and induction processes.Portable Appliance Safety Services Ltd - Stockton on Tees - PASS is the UK leader of Internet Test Equipment Sales.Position: Commercial/Operations DirectorRestructuring for improvement within three revenue streams, exploring and implementing commercial initiatives for growth. Designed a new business strategy: and staff engagement in its delivery.Negotiated a full competitive range of “Own Brand” test instruments & accessories, through visits to China, profitability on these products improved margins by 10pts

Through acquisition and organic growth development for the BSS Group PLC - a multi site network of electrical distribution branches throughout the UK. This was to have the capability of leveraging the BSS group customers who trade with the following divisions: PTS (Plumbing Trade Supplies), BSS Industrial, Buck & Hickman and Birchwood Tool Supplies. The brief was to develop the electrical business to a level of 10% UK market share - £300m in 3/5 years.Following the acquisition of the BSS Group by the Travis Perkins Group in 2011, the BSS strategy of entry into Electrical Distribution did not fit the Travis Perkins strategy therefore; as the BSS Electrical Division was in its infancy this project was abandoned.

I was responsible for a multi-site electrical distribution business in Ireland and also a multi-site B2B and MRO Specialist Distributors, and a multi-site PPE Protective Equipment Distributor - €110m t/o 330 employees.I reversed their seriously declining sales and profitability with a 5% sales growth. I reduced operating expenses by 500k, improved gross margin by 2.50% and transformed the business from loss making to break-even prior to the acquisition of Hagemeyer by Rexel SA.I was a Hold Support Manager working in conjunction with Price Waterhouse Cooper & Deloitte in this first forced sale as a result of a completion authority ruling to the satisfaction of the European Commission of any business in Ireland.This forced sale was the result of a competition authority ruling in respect of the acquisition of Hagemeyer NV by the Rexel group. I prepared a strategy for the sale of this poor performing company and devised and presented a company profile for the sale of the business, which sold for a price way above market value.When the sale was completed successfully I returned to the UK.

Interim Business Management Consultancy:William Wilson Ltd - Aberdeen - Distributors of Plumbing & Electrical ProductsChief Operations Officer - England & WalesResponsibility for Performance Improvement following loss making, Directing all M/Site Units, prior to being acquired by Wolseley Group:• 6 months - 2004 sales £14.2m against £11.5m for the same period in 2003• 6 months - 2004 net profit £557k (3.9% ROS) compared to loss previous year • Region on track to achieve £30m sales in 2004• Restructured management employing quality Business Managers• Costs maintained within budgets• Developed concept for company supplier and procurement strategy launched March 2004Economatics Ltd - Sheffield - Pneumatics/Compressor /Service.Operations/Commercial Director, recommended by the Bankers of Economatics, recruited me to turn-around and restructure a loss making business. • Total Senior Management restructure • Restructured operations and sales teams to become customer focused rather than product focused• Developed B2B sales in the MRO & FM market• Introduced product management, implemented professional stock management procedures for the company’s Central Distribution Centre from a new central commercial back-office• Introduced flexible working packages for Service Engineers with reward incentive schemes• Developed relationships with key and potential-key suppliers to form a strategic supplier strategy• Changed the company environment from a “loser attitude” to “winner attitude”D-Line Europe Ltd - Newcastle upon Tyne - ManufacturingDirectorRecruited, set-up and launched a new product following venture capital:• New start-up business with significant capital venture funding • Developed trade marketing for trade, design catalogues and photo shoots• Managed injection moulding manufacturing, negotiation of supply requirements• Managed production of injection moulding tools from supplier to cost budget• Managed relations with manufacturers

Responsibility to bring together and create seven specialists product companies within the Hagemeyer (UK) Ltd Group to create one specialist B2B products division in support of the MRO and integrated supply & FM, sales teams.• Value of responsibility for businesses £135million, 475 staff including; cables division, specialist lamps division, spares division, oil & gas division, one acquired PPE company (Vallen USA) and an acquired multi-branch security company (A&A Security) 509 direct employees • To organically create an industrial control equipment specialist distribution network branch nationally• To organically create a street and residential lighting division in national support of the branch network for the Hagemeyer Group companies and the local authority segment of the business development sales team• I worked as part of an international team within the Hagemeyer Group to offer global product solutions • Investigated global product and business opportunities, working with CRM teams in support of customer segmentation business development, and integrated supply both in the UK and internationally

Responsibility for Operational, Financial, & Commercial Management of, with 26 Geographically Situated, separately P & L accounted trading branches in the North East, Cumbria, Yorkshire and Lancashire Region.• Sales increase from £50m to £60m (Year end Dec 2001) – budget Exceeded• Return on sales increase from £2.2m to £4.7m (Year End Dec 2001) – budget exceeded• Developed “Suppler Partnership Agreement” strategy to gain mutual commercial benefit • Implemented staff “Flexible Working Contracts” to reduce overtime costs• Reduction of aged stock by £350k commercial queries reduced to £5k by the introduction of Regional Commercial Offices• Reduction of sales force costs from budget £1.2m to £600k by a more focused approach to existing accounts, the development of market sectors, and pro-active telesales• Devised and implemented in 2002 of Regional “Positive Difference” initiative

Responsibility for Operational, Financial, & Commercial Management for 27 separate geographically situated P & L Accounted Trading branches in Cornwall, Devon, Somerset, Dorset, Wiltshire, Hampshire, Channel Islands, Isle Wight, & Wales. • Regenerated the company’s worst, longest poor performing Region (60% Branches loss makers).• Increased sales from £39m to £45m (Year End Dec 199) – budget exceeded• Gross Profit increase from £9.9m to £11.6m (Year End Dec 1999) – budget exceeded• Return on sales increase from £1.6m to £ 2.3m (Year End Dec 1999) – budget exceeded• Improved profitability despite the Directors agreeing the need for substantial investment• Developed “Senior Business Manager” strategy - now adopted nationally• Developed “Commercial Office / Back Office” strategy - now adopted nationally• Developed “Business Manager Concept” strategy as an alternative to the existing Branch Manager title, and created a new “ownership” of branch / business performance philosophy

Started organically in the North East of England an electrical distribution business with only £20k of capital and a £40k bank overdraft.The business grew to £10m in this five-year period, employing 36 staff. During my time in the business I won two prestigious business awards; North East - "Best Start-up Business" in 1992, and North East - "Business of the Year" in 1996 presented by Sir Bernard Ingram. I sold the business for a seven-figure sum at the end of 1996.