Chief Operating Officer (COO) at The Fine Bedding Company, acting as operational leader and strategic partner to the CEO. Leading the Exec Board and Senior Leadership Team, driving operational excellence, ensuring the company's continued growth, profitability, and exceptional customer experience.

Responsible for end-to-end operations, including: Procurement, Manufacturing, Logistics, Quality, IT, Sales & Operations Planning, Governance, Digital, internal Continuous Improvement and external Consultancy Services teams.- Re-designed the structure and engagement model of the Senior Management Team, implementing a leadership structure that drives increased alignment and empowerment, across the entire business.- Recruited new talent for key critical positions: Procurement Director, Operations Director, Head of Quality, Head of Sales & Operations Planning, Head of Transformation, Governance and Continuous Improvement. Additional critical hires at N-2 level, as well as promotion and role changes to drive a highly effective model fit for the future.- Executive lead on Employee Engagement and Culture. Led major changes in breaking silos, increasing agility and focus on visual management and leads multiple employee communication and engagement formats. Employee turnover reduced from >35% to below 5%.- Designed, implemented and led the restructure of the business to manage and report by Value Stream proposition, rather than pure customer segmentation. Significantly transforming P&L and PBIT focus.- Achieved significant performance improvements in customer service interface e.g. 90% reduction in aged New Stock Introductions whilst improving service lead time from an average of 42 days in 2021 to <6 days; increased On Time In Full by >20% and reduced aged Quotes by >40%.- Implemented new business scorecards covering all critical measures from daily sales intake and order management, through operational metrics and control of leading growth indicators.- Developed and implemented clear functional RACI, three year roadmap and Operations dashboards, driving increased alignment and empowerment across the function.

Led and coached cross-functional teams across the largest manufacturing sites globally, responsible for a budget of $1.6B and operational improvements to meet and exceed organisational bottom-line objectives.- Asked to serve as Chief Operating Officer from Nov 2020, leading a team of 2500+ and driving overall operational improvements and new ways of working across the largest manufacturing site. Increased production output threefold- Managed the turnaround of a failing UK&I procurement and supply chain operation, supporting the largest manufacturing operation globally. Transformed supplier engagement failings and lack of trust across the Supply Chain to enable business expansion through threefold output growth.- Created new leadership structure and deployed highly effective operating model across UK, South Africa, South East Asia, and Australia, transforming organisational performance and achieving new global best practice.- Restructured and combined three organisations within Australia & SEA, creating a new leadership structure under a single strong regional leader, enabling me to step away and transition the team under the regional President.- Achieved best in class UK procurement functional performance inc: 6.5:1 ratio between benefits generated vs functional cost; 2.7m Euro savings per commodity buyer (5.6m inc pipeline); cost reduction of 395k Euro per FTE (805k inc pipeline). Delivered £85m direct material savings in 2020.- Transformed operational procurement and supplier relationship management, including migrating 80% of transactional procurement to a shared service centre in Romania.- Managed Global Services Procurement operations, establishing centre-led standard operating model, KPIs and governance structure. - Implemented enhanced Supplier Risk Management process, including Business Continuity Agreement with suppliers entering Administration and facilitating a rapid takeover, ensuring no business disruption.

Johnson Controls is a global diversified technology and multi industrial leader serving a wide range of customers in more than 150 countries, with 2,000 locations worldwide and 130,000 employees. A top Fortune 250 company, prior to its merger with Tyco International and its headquarters moving outside of the US, JCI has a Market Cap of $38bn. Operations in EMEA have revenue of approx. $4.5bn, 537 locations and 35,000+ people across 30+ countries.Following the merger of Tyco with Johnson Controls, asked to serve as Vice President Global Procurement / EMEALA CPO with complete responsibility for procurement operations across all JCI divisions within Europe, Middle East and Africa. Managing a team of 350+, operational costs of $70m+ and material spend of circa $2.2bnReporting to Group CPO and matrix reporting to EMEALA Business President, providing single point of contact for end to end Procurement and SC across EMEA, as well as Latin America, ensuring alignment between business and functional strategies (global and regional).- Key leader of EMEALA Business Recovery Team 2018 (team received 1 of the 5 Chairman's Awards). Achieving Chairman's Award twice in two years.- Achieved 80% cost of failure recovery- Exceeded cost-out targets by achieving 7% Y-o-Y- Standardised and streamlined operations across 16 manufacturing locations and more than 200 service and office locations throughout Europe, Middle East and Africa.- Successfully migrated transactional processes from 3rd Party operation in Krakow to Captive in Bratislava- Led the integration of the EMEA procurement functions during the merger of Johnson Controls and Tyco, creating G&A synergy savings of over $4.3M, a 30% reduction and material savings > $180m. - Exceeded material cost synergy targets by 137%- Doubled Free Cash Flow improvement vs target in FY17 (received 1 of the 6 Chairman's Awards)- Designed and led the annual conference to the top 300 suppliers across the region (Seville & Athens)

Senior leader across Tyco's global operations, reporting to Enterprise CPO, into CEO, with complete responsibility for Sourcing and Procurement operations across all Tyco entities in Europe, Middle East and Africa; circa $3bn revenue, 21 countries, 200+ locations and $1.1 billion external spend. Regional CPO & BU Management Team member providing Business Presidents a single point of contact for the end to end Supply Chain and Real Estate function, ensuring alignment between business and functional strategies (global and regional).Designed, developed and lead a Procurement function that is fully integrated with all Business Units within the region; aligned with business leadership objectives to develop value and solutions that enable growth and cost performance aspirations, delivering process solutions and >6% savings per annum. Structured and developed the organisation (160+ personnel), including: centralised operations for UK&I with a COE in Cork, Ireland; centralised operations for South Africa in Johannesburg, and outsourced transactional procurement for Continental Europe. Building the capabilities, delivering on financials, working capital improvements, compliance, and transforming value creation from 3rd parties relationships. Position based in Schaffhausen, Switzerland, and signatory for Tyco Holding Company.

Director & Head of P&SC (BU regional CPO) and key member of the EMEA Senior Leadership Team. Responsible for leading the Strategic Sourcing, Sales & Operations Planning and Tactical Supply Chain teams across the region. • Created a Strategic Sourcing 3 year strategy, establishing and developing a dedicated team enabling 8% cost reduction, enhanced contractual establishment and reduced supplier risk.• Developed and implemented a complete suite of supplier management frameworks, including Joint Development Agreements, Contract Templates and Tooling Agreements. • Developed a business wide Strategic Sourcing Framework, showing cross-functional process flow for control of supplier communication and development. Included contract awareness sessions for all EMEA Directors / Senior Leaders.• Within a 48hr window negotiated $670k per annum reduction in purchase price of a significant new product introduction, in order to bring the project back on track and enable viable launch.• Implemented Plan for Every Part methodology via Project Managers, to ensure all elements captured with suppliers from the start of a project, and hence improve total cost relationship process.• Led the development of a roadmap for an improved S&OP process for Scott Safety globally.• Implemented a Gated Sourcing Process for all Strategic Sourcing activities to follow a robust process linked to the NPI Rally Point Methodology.• Working with two other key SLT members, developed plans for the restructuring of EMEA footprint and the closure of a $35m t/o site. • Developed a Maturity Assessment for Strategic Sourcing and S&OP areas, setting improvement targets and action plans.

Gradus Ltd is the UK’s market leader in contract flooring accessories, with a portfolio of over a hundred thousand products. Reporting to the Managing Director / CEO and a key member of the Executive Management Team. Responsible for leading the Group Supply Chain function across all divisions, as well as Customer Service Operations, including: procurement, inbound supply chain, demand planning, materials and production planning, inventory, warehousing and movement of finished goods, utilities, customer services, and 3PL providers. • Developed a Group procurement strategy, including full supplier management processes, supplier audits, strategic partner programs and performance review processes.• Managed a team of ten direct reports (52 indirect).• Increased delivery to promise from 98.94% to 99.92% and stock accuracy from 86.9 to >95%. Reduced lost order value by 67%, complaints by 71%, supplier rejects by 43%, credit note values by 48% and stock levels by 22%.• Responsible for the improvement and maintenance of the Business Continuity Plan.• Managed the design, development, training and implementation of an electronic site measure and material specification optimisation system for internal use. Developed this a stage further to incorporate a web hosted system for utilisation by customers. • Implemented order processing solutions to improve information flow between sales team and customer services, primarily to improve project pricing and reduce service delays and credit notes.• Managed the integration of a separate legal entity into the core division, aligning product lists, coding, pricing, stock management, sales history and migration from one operating system into another. Retained remote site management responsibility.• Managed the timings and communication of the closure / sale of a further legal entity, including Company announcements, redundancy meetings, supplier and customer communications.

H&R Johnson Tiles is part of the Norcros Group and is the UK’s leading manufacturer and supplier of ceramic tiles, with a long history of market leadership in the UK and abroad. With a portfolio of four thousand products and sales of £52 million.• Reporting to the Managing Director and a key member of the Wider Management Team. Responsible for leading the full supply chain function, from the management of the inbound supply chain, forecasting, production planning, inventory management, movement of finished goods, customer services (UK and Export), and the performance of 3PL providers. • Instrumental in driving the commercial offering through the management of multiple accounts: B&Q, Homebase, Wickes and Topps. Conducted regular review meetings to discuss range changes, stock & service levels. Improved service level to UK leading multiple from 92% to 99% in two months.• Managed an import transportation cost of £1.5 million and a distribution cost of £2 million, generating savings of over 10% per annum.• Delivered improvements in business and people development as part of the company’s Investors in People and Continuous Improvement Team committees.• Designed and managed the implementation of an internet ordering facility and as part of this enhanced service implemented the only true ceramic tile home delivery service in the UK. • Implemented a sales forecast system (Reflex) to create company volume and value forecasts, as well as drive production requirements and capacity planning. Trained users and other key personnel.