I have taken the opportunity to experience the world and many of it's wonderful sites across Europe, Asia, Australia and South America. Happy adventures afoot.

VR Ignite offers premium portable Virtual Reality experiences for a range of events across the UK.Proud to be leading a team of dedicated Virtual Reality engineers and events facilitators, running fun events from weddings, corporate, business networking, religious, birthday parties (Kids and Adults) across the major Cities of the UK. From small to large groups.This opportunity has enabled me to learn about what it takes to setup a business, wearing many different hats from learning about the technology, sales, marketing, health and safety, legal, business networking, event management, leading teams, accounting and finance.It's been a great way to grow.

I have a personal passion to save my close family and friends money on their household bills, Utility Warehouse gives me the opportunity to extend that service out to anyone that is interested. It's real, it's genuine, and once you find out more you'd wish you'd been doing it for years like I do.

I am leading a series of programmes across a global supply chain focused on driving cost reduction initiatives. This covers Technical Cost Out (TCO), Best Cost Country (BCC) sourcing and the introduction of Advanced Technologies. The ambitious targets are driving a step change which is now delivering in the bottom line profits. I am taking a different approach by driving greater synergy between functions to work together. I have challenged the process and procedures to drive a more efficient way of working, which is reflective in the results. I have built cross functional teams across geographical boundaries to achieve and beat targets and I ensure we celebrate the successes. I drive governance through Agile & Scrum governance sessions to ensure the teams are focused, operate at pace and fail or succeed fast.

Accountable for the delivery, quality, cost and safety of high value and complex aerospace products for business aviation power solutions. I led and coached numerous project managers, responsible for leading cross functional teams through the product life cycle from design, supply chain, manufacturing and productionisation maturity.I spent time across the supply chain both in the UK, Germany, Japan and the US facilitating supplier engagement for programme execution through successful reporting, governance, change control, risk and stakeholder management.

As part of this role I was a Senior Programme Manager on the UltraFan engine - a £1.5bn new product introduction strategic initiative, where I was leading a global supply chain team with 30 suppliers, whilst also coaching and developing 6 programme managers, alongside sponsoring digital transformation projects. Furthermore, I was leading a portfolio of engine business cases across Civil, Defence and Marine applications with frequent executive level engagement and buy-off - I was proud to have been on the winning team for the F130 military programme contract with the US DoD worth £5bn. I led a large team to deliver Rotatives' critical hardware for the ‘UltraFan’ demonstrator programme to support sustainable aviation travel, where I facilitated the integration of the design, manufacturing, purchasing and operational delivery teams of circa 400 people across a global supply chain (US, Russia, Europe, India and Japan). I facilitated the commercial process and downselection of suppliers for £25m+ contracts, through various supplier negotiation and contract board reviews. Through cultural awareness of the diverse global team I was able to engage effectively and lead the suppliers to achieve the required outcomes, leading to the successful build of Rolls-Royce's first UltraFan engine. As part of the future power solution business case process, I led a team that modelled the future benefits of modern, smart, renewable and automated facilities to drive down key cost drivers that influence a factory cost rate. I facilitated various workshops over the years to challenge design requirements, manufacturing methods and assumptions to consider game changing manufacturing technologies to achieve highly competitive cost opportunities. I also led delivery improvement programmes for the latest generation of business jet power solutions, working with the manufacturing leadership teams and the customer teams to achieve impacting results driving towards zero delivery arrears.

Leading an operational team of 80 people in a £50m business, to deliver on Health Safety & Environment, delivery, quality and cost targets. Achieving 30% improvement in quality and motivating the workforce with 10% delivery increase in 1yr. I led a team of production leaders operating across a 3 shift facility, an improvement, engineering, also a planning and control team, I was accountable for ensuring all the functions worked together effectively to achieve the customer weekly demands. The most significant levers to deliver positive change were to engage with all the team, be present on the shopfloor, focus on quality to improve flow and to lead by example and look after the people. Respect your team and they will respect you. I led and sponsored an improvement programme covering, capacity growth, technology investment, factory layout and design improvements that enabled the delivery performance improvements.

I led a team of 70 manufacturing and design engineers, with 12 team leaders reporting into me, across the UK and India supporting critical jet engine rotating hardware. Setting annual team objectives and driving performance reviews to develop and grow the team. I introduced modern manufacturing methods delivering 40% lead-time and inventory improvements, also 60% quality enhancements. Managing an annual £6m resource budget and providing technical leadership within an annual £50m turnover business. I was responsible for all training and developing of the team skill sets. It was a large team working in a high pressure environment, where looking after the mental health and well being of my team was a priority. I organised team building events on various occasions to maintain a high energy and positive morale. I led the team to serve the operational needs of the shafts manufacturing business. I was ultimately accountable for any technical decisions made, and lead by example with any customer quality concerns working closely with the site Quality Manager.During this role I trained as a High Performance Facilitator, using this expertise to support roll out workshops to improve the performance culture of a 400 people large cross functional organisation. This was a significant contributor to the overall productivity and delivery improvements through improved synergy of the teams.

Six sigma data driven approach to process improvements to maximise results and deliver a positive impact on the business with 20% year on year improvement in a high value engineering aerospace business. I led a cross functional team of manufacturing, design engineering and operational improvement leads to drive improvements at pace, with robust root cause analysis, pareto analysis of data to ensure the greatest impact for the energy and resources allocated. This covered improvements across machining, measurement and inspection processes. I also challenged historic drawings tolerances and specifications through team workshops to align with years of manufacturing and engine inservice experience. I introduced statistical process control software to track and monitor processes, and also used non-conformance data to justify business investment into modern machine platforms. Through these improvements saved >£10m in the cost of quality.

Managing a team of professional engineers to deliver manufacturing methods for critical components. Responsible for project management (microsoft project) and delivery of technical solutions. Working with multiple Engine Programme Customers with as many as 50 Product Introduction change projects underway at various stages of the value stream, from early design to delivery of first hardware with performance and weight benefits of £20m+. Applied digital Siemens software to develop the manufacturing models and drawings from which the methods of manufacture could be constructed and deployed to the operational teams.

I led a cross functional team to deliver site transformation of £35m, with optimised factory layout and production flow, upgraded infrastructure (Information Technology hardwired network, utilities, cranes and waste systems) and improved Health Safety & Environment to meet PUWER and LOLER compliance. Experience of leading large teams of external contractors from moving 50+ high value CNC machines, to electrical substation upgrades, applying Construction Design Management regulations, risk (Risk and Method Statements) management and safe working practices. I worked with clients and facilitated the sale of older equipment across the UK generating £100k's for Rolls-Royce. I also managed a contractor team to preserve and improve the facility. This role gave me great exposure to the HSE risk management processes and contractor management.

Project Managing the introduction of new manufacturing technology to improve product design, production flow and capacity. I was accountable for supplier development and factory read-across to the Sister facility in Glasgow and Israel handling £10m development projects. Throughout each project I applied a standardised governance structure for Capability Acquisition to ensure the manufacturing solutions were robust. This involved a broad spectrum of stakeholder management, working with operations to minimise any disruption to the production lines. Technologies delivered were robotic automation, automation handling, co-ordinate measurement machines, modern 5 axis computer numerical controlled platforms, robotic polishing cells. This also included mapping out cell layouts and production flow. I also delivered a £2m part marking improvement project across 50+ machines within the Inchinnan facility, demonstrating a 50% reduction in quality notifications from our customer engine programmes.