Simon Worth Email & Phone Number

United Kingdom

Kettering, Northants, GB

I direct variety of tasks, including P&L accountability, developing budget, capex management, and managing site. I conduct training sessions to enhance managers and staff performance. Orchestrate support in improving revenue through focused improvement projects. I hold responsibility of analysing financial data. Render expert level support in developing.

Kettering, Northants, GB

I orchestrated support in restructuring the Ashton site to optimise profitability and redesigning shift patterns to permit the flexibility to meet supermarket demands. I developed team and streamlined processes to ensure seamless daily handovers, making tasks transparent to enable ownership and significantly boost performance across all departments. I.

Winsford, Cheshire, GB

I directed a team of 6 FLMs, 18 line leaders, and over 300 employees. I delivered training to staff to enhance their performance. I provided support in commissioning 8 new lines to cut, slice and pack a range of meats removed from the in-store counter to the manufacturing facility to enable batch production to be more competitive and lower consumer costs..

I managed all on-site functions, including performance, profitability, compliance, and overall business communications. I introduced new procedures, SIC boards, and a KPI dashboard to improve multiple areas. I organised monthly meetings by coordinating with supermarket’s technical team. I used a lean management approach to support the agile supply network.

I delivered strategic leadership in managing solutions to improve performance and service levels, reduce costs, and maximise flexibility across the group’s food manufacturing business. I played a key role in setting KPIs and realistic CI programme targets to meet common objectives and budgetary targets. I oversaw variety of activities, including.

Reduced manning Level by 16% by increasing efficiencies Closed 2 warehouses by introduction of better stock control saving 650k Euros Successfully opened satellite warehouses in Morocco and Portugal and Italy Full P&L responsibility Ensuring all KPI’s met by Department Heads Reduced overtime by 32% Implementation of a rigid and robust Logistic program.

Sharjah, Sharjah, AE

• Controlling operations for Birmingham, East Midlands and Cardiff airports; improving productivity by 25%, generating a £50m turnover across 5 sites, and significantly elevating net profit from £3.3m to £5.5m.
• Negotiating sole supplier status with 2 major airline contracts, Easy jet (£7m) and Ryan Air (£5m), overseeing the production and delivery of over 80k airline meals per day.
• Negotiating the construction of new facilities with Cardiff Airport Authority valued at £2m.
• Introducing divisional KPIs and a management development program.
• Improved service levels by adopting a team approach to achieving best practice standards.

• Attaining key objectives, including margin improvement, sales growth, customer service, product development and innovation generated by cultural, operational and organisational change.
• Managing a team of 650 (with seasonal fluctuations) located over 2 sites, controlling all operations to maintain a £30m turnover and optimise profit and loss results.
• Reducing operational costs and overheads to increase gross marging by 4%.
• Restructuring management and successfully retiring the Wigan site to reduce expenditure and improve operational efficacy.
• Developing beneficial cost reduction initiatives to harness strong relationships with customers.

• Management accountability with full P&L responsibility, introducing effective KPIs to attain a £15m turnover.
• Responsible for 300 staff with seasonal fluctuations to 500, with 8 direct reports including QC, HR, engineering, finance and training.
• Reducing labour by 16%.
• Increasing productivity by 21%.
• Introducing good manufacturing practice in accordance with HACCP.
• Significantly reducing downtime by implementing a time and motion study.

• Managing a factory with £22m turnover and 150 employees.
• Successfully implementing an ambitious cost reduction process,saving c£1.5m.
• Proposing, justifying and implementing d a £1m refurbishment investment designed to promote good manufacturing practices and reduce cost.

• Accepting the role to coordinate the purchase of plant and development of a green-field site for a Canadian Company in Nairobi with full operational responsibility.
• Creating a strong, unitfied workforce and introducing working practices, including Health and Safety initialization
• Producing a 3 year working plan to meet productivity and overall efficiency targets are achieved.

• Managing a £2m investment to build a new state of the art bakery manufacturing plant, delivering the project on time and under budget.
• Recruiting a new management team and workforce.
• Implementing management controls.
• Controlling all budgeted costs and KPIs.