Nick White Email & Phone Number

Uk

White Wings is focused on the Aerospace sector with a deep understanding of Airlines, Aircraft Maintenance and the regulatory requirements that underpin safe and efficient aircraft Operations. We don't advertise, believing and trusting in networking to identify opportunities. Utilizing Lean/Sigma methodology to identify and make process improvement, an approach that has been proven to deliver success whether measured through customer satisfaction, employee engagement, sales or financial performance. As a business partner we will help you unlock the true potential of your business.

Singapore

P&L accountability for Fokker Services Asia (FSA). FSA is an AMRO, CMRO and Logistic services business located at Seletar Airport Singapore, holding approvals on F27, F28, F50, F70, F100 and ATR 42/72 aircraft with a variety of regulatory authorities. Key Achievements: # Turned a loss making business profitable during 1st year, the business had been unprofitable for the previous 3 years prior to joining. The business remained consistently profitable during my tenure with all of last 12 months profitable.# Implemented significant change using Lean/Sigma methodology, independent lean scan reports are evidence of the improvements achieved.# Delivered improved customer service that resulted in exceptional customer feedback, turning poor customer feedback (as measured in customer surveys) around.# Created a robust sales pipeline that stretched for 5 months beyond my leaving date, without a single maintenance slot being available during that period.The above was made possible by fully engaging with staff through clear communication, their involvement in change (CI program), rewarding performance and sharing strategy with absolute transparency.

Westminster London

Avincis (now Babcock) managed a group of companies who specialise in mission critical services such as Air Sea rescue, roadside medical evacuation, crewing offshore platforms. They operate businesses in the UK, Ireland, Sweden, Finland, Spain, Portugal, Italy, France and Australia. My role was to support the acquisition process, merge acquired businesses with the group and ensure that maximum synergy was gained.Key Achievements:# Merged businesses in Sweden and Finland.# Maximised benefit from an 8 year contract with Saab.

Mumbai Area, India

Airworks is a privatised general aviation maintenance repair organisation (MRO) with hangar facilities at two locations (Delhi and Mumbai) and line based operations at 18 locations. The role was to head the general aviation business with over 550 staff and full P&L accountability.Key achievements:•# Achieved EASA approval at Mumbai and Delhi, the first EASA approved General Aviation business in India.•# Developed heavy maintenance capability on 20 different aircraft types.•# Opened a new interior refurbishment business which broke even within first year of operation.•# Created a new open plan office environment to improve communication and reduce cost.•# Rationalised many remote locations, in Mumbai closed 4 sites moving all staff into the hangar.•# Introduced a new organisation with senior staff capable of leading an international business.•# Significantly improved the customer experience with introduction of OCC, 24/7 Customer Liaison/Stores.

Amman, Jordan

Jordan Aircraft Maintenance Ltd (JorAMCo) is a privatised maintenance repair organisation (MRO) with extensive facilities in Amman, Jordan and over 900 staff capable of carrying out heavy maintenance on a wide range of aircraft types.Key achievements:•# Made improvements that allowed consistent delivery of customer’s aircraft within agreed TAT.•# Introduced the concept of Operation Control Centre (OCC), running each aircraft on maintenance as a project, adopting sequenced work packs, overnight pre-loaded parts/tooling/materials, and daily meetings/reports and daily updated flow charts.•# Supported the introduction of business critical building blocks.•# Formalised the customer feedback program, capturing customer feedback (customer survey) and ensuring robust improvement action was taken and feedback offered to customers.

Bangalore, India

Air Deccan was the first low cost carrier to start operations in India. It operated a fleet of 41 aircraft (A320 and ATR) from 8 main bases in Indian to 65 destinations within the country. The role was responsible for over 1000 staff within Engineering and Maintenance. Key achievements:•# From a position of 5 aircraft regularly AOG all day achieved for the first time in Deccan’s history a day with no technical delays (4th Oct 2007), this has since been achieved many times.•# From a position of having 15-20 MEL’s across the fleet for the first time in Deccan’s history achieved zero MEL’s across the fleet, this has since been achieved many times.•# Developed the RFP for a new Integrated E&M system for the Kingfisher group airlines.•# Implemented a new organisation with true accountability.# Commissioned a new hangar at Chennai for A320 and ATR maintenance.•# Delivered 100% on KPI’s for 2007/08.

United Kingdom

Thomsonfly operated 47 aircraft (6 types) from 25 UK airports to 86 overseas destinations which created significant operational complexity. The role was responsible for over 800 staff in Flight Operations, Ground Operations, Airport Services and Training (Flight Deck/Cabin). Key achievements:# Negotiated a three year pilot pay settlement, until this agreement was made unions representatives had only accepted annual deals due to a deep distrust with management; deal delivered within budget.# Delivered the first automated rosters for flight deck and cabin staff (Carmen).# Introduced self check in at Gatwick and Manchester Airports.# Director responsible for managing the emergency response centre during terrorist activity, no flights were cancelled and average delay was less than 60 minutes.# Reorganised Ground Operations into three timelines - forward planning, current season and day of Op's resulting in a more proactive approach to managing the operation and a significant reduction in day of ops firefighting.

United Kingdom

Responsible for over 500 staff, developing maintenance strategy and delivering cost effective maintenance for Thomsonfly and “World of TUI” group airline. Key achievements:# Successfully introduced a flattened organisation that removed one layer of Management. # Developed and introduced a maintenance schedule programme change that saved over 40% (£2.4m) of heavy maintenance costs per annum.# Consolidated maintenance facilities from five locations into one, saving over £1m per annum. # Created a new open plan office (no offices) that maximised team working and communication. # Reduced headcount by 29% (200 heads), £6.5m saving per annum.# Reduced need to use external maintenance providers (B737 fleet), saving over £1m per annum.# Increased third party maintenance contribution by £1m (80% increase).# Reduced spares holding across UK airports, saving £7m without impacting aircraft performance.# Consistently improved aircraft reliability whilst the average fleet age increased.# Responsible for the setup of a low cost airline (Thomsonfly), with overall responsibility for Engineering and Maintenance.