• Responsible for the ground-up development & day to day management of operational, sales & service facility in North America, recruiting a team of 13 persons and with annual sales revenue responsibility of $34m. P&L and budget responsibility for the Business Unit.• Specify, justify & project manage capital installations during site development.• Direct sales & after-sales responsibility for customer accounts in North America & Australia. Responsibility for establishing & supporting 3rd-party service vendor in Australia. Delivered double-digit percentage year on year revenue growth in North America.• Responsibility for Asia supply chain coordination & development of low-cost country manufacturing opportunities.• Management of US inventory to ensure support of customer requirements whilst meeting internal financial metrics. Ownership for supply chain management at the global level for 3 primary customers. • Support N. American customer visits & audits at Gamesman China facility and other Asia based supplier visits.• Primary contact for technical support in North America; worked with customers to develop technical product solutions, managing the process from concept through to production.• Developed an operational team which won repeat, year-on-year awards from multiple customers for Quality, On-Time Delivery & Customer Service performance.• Transitioned the business unit successfully from Private ownership to being part of a publically traded US Corporation, implementing new processes and procedures, adjusting metrics and driving the necessary change to adopt new practices.

• Responsibility for the all aspects of UK Manufacturing, Purchasing and Site Operations. • Implementation of modern manufacturing techniques to UK injection moulding and assembly operation to demonstrate a professional manufacturing environment.• Training for supervisors on completion of Risk Assessments.• Ownership for all aspects of site and equipment contracts and maintenance.• Cost, working hours and labour reduction to match reducing business levels.• Manufacturing support for New Product Introduction, both in UK and China. Managing supply chain aspects from first builds into full production.• Implementation of Management Policies to ensure consistency within the business. Includes sickness & absence, disciplinary, vacations and safety related procedures.

Production Manager – Conversion, Warehouse & Despatch, Jan 2005 – Aug 2007• Responsibility for the day-to-day operations of 3 manufacturing teams, totalling 53 people, with the primary goal of delivering cultural change and improved business performance.• Developing team members in existing supervisory positions to better deliver their job role and where this was not possible, restructuring the department.• Ensuring regular reviews and annual development reviews are implemented.• Implementing metrics for the delivery of performance improvement in manufacturing areas, in the areas of Quality, Cost, On-Time Delivery and Health & Safety.• Implementing the first stages of improvement activities, such as Good Ideas Boards, basic 5S & housekeeping initiatives. Improving methods and practices in cleanroom operations to better meet the cleanliness requirements.Production Manager – Optics Division, Oct 2001 – Jan 2005• Responsibility for establishing and continually developing a manufacturing cell in a new business division. Accountability for an operational budget of £1.8 million and a team of 25 operating on flexible shift patterns. • Recruitment and development of a production team to operate state of the art, bespoke manufacturing equipment in a Class 10,000 clean room.• Achievement of 98% on time delivery to exacting, customer defined, quality standards.• Provision of manufacturing direction on the development of the next generation process and cleanroom to provide a step-change improvement in quality. • Tracking of monthly financial performance, delivering on target, or better, performance.• Key driver behind culture change programme on site with specific target of developing line managers to perform to higher standards.• Completed redundancy selection processes and where necessary notified individuals of their position of redundancy when a business partner withdrew and the project closed.