Reg Cook Email & Phone Number

Essex, England, United Kingdom

Telent Director of Asset Management Nov 2013 - PresentManagement of end to end asset management business providing technology consultancy, maintenance, design and installation supported by our suite of technology products. Supporting London Underground and TFL, Urban Traffic and Mainline Rail sectors. • Annual turnover £120m• 700 staff across the UK• Network Operations Centre plus 2 service desks• Development and application of new technologies and products to deliver improved efficiency and business growth• 10% year on year growth • Development of asset condition monitoring business and expansion into new technology sectors

Telent Head of Operations Deliver an end to end Maintenance Operations to support the business General Managers across the Network services, Rail and Metro businesses. Responsible for all aspects of the profit loss and customer interface:• 220 nationwide staff including depots and logistics support • Annual turnover approx £25m• Telents UK Service Centre• Currently setting up a £10m annual turnover JV to a total package of customer services including communications, mechanical, electrical and fire. - Implemented major business change projects to resize telco business to drive profit and growth- Developed and implemented scalable business model facilitating development of rail TOC market and establishing telent as market leader within 2 years- Increased business margins by 20% in key sectors- Turned around 50% loss making sector to profit within 6 months

Reporting to the General Manager I was responsible for all aspects of the multimillion pound Metro maintenance business (annual T/O £14m approx.) • 130 staff located across a number of depots including contract management, engineering, site staff, logistics and call center• Increased business margins by 40%• Development of business model facilitating movement into adjacent rail sector• Managed the increase in the size of the business of 100% in 1 year• Overhauled HR processes to increase staff satisfaction, staff retention and utilization• Implemented multi-depot strategy to facilitate expansion and maximize operational effectiveness and efficiency • Implemented organizational change to facilitate further growth

Reporting to the Operations Director I was responsible for the performance and delivery of all underground maintenance contracts (T/O £10m.) In this business change role my key objective was to overhaul the business. I was accountable for 20 staff across 3 departments. Key achievements:•Introduced key performance metrics to monitor delivery and target improvements•Standardized customer facing processes across the business•Turned around logistics function delivering spares •Strategic development of Technical Call Centre and supporting IT systems to deliver 85% 1st visit fixes•Exceeded performance targets on poorly performing legacy contracts•Turned business around facilitating renewal of key contracts (£34m) securing future of business•Improved IT systemsThe role involved considerable change management encompassing complex HR issues, along with the creation and implementation of a new business strategy

Responsible for implementing a number of six sigma and process change projects. Led cross-functional team to develop and implement a Technical Call Centre within Marconi in order to reposition the business to exploit PPP opportunities. • Closing down and replacing under-performing call centre• Implementing supporting systems and processes• Redundancy and Recruitment • Specifying and implementing supporting IT package

Responsible for managing the profit and loss of a variety of business accounts for the automotive interior electronics SBU. Annual revenue of accounts in excess of $10m. Business Management Responsible for managing the profit of key business accounts with Scandinavian customers and Japanese transplants within the electronics SBU. Products include telematics products, radios, speakers, instrument clusters, and modulesProject Management : Led team to manage product development and delivery to the customer Manage program budgetsBusiness Development: Develop new business opportunities including product definition and presentation of quotations.Negotiation: Responsible for commercial negotiation with customers

From the inception of Visteon until Oct 99, my primary responsibility was to secure new business Multimedia Strategic Business Unit. In just over 2 years won 3 major accounts worth more than $160m Pricing: Development and implementation of quotation pricing model.Development of bidding and negotiation strategies.Benchmarking/ Implementation of a new benchmarking process to analyze competitor productsMarket analysis: thus enabling us to understand customers and map competitor positions. Product Strategy: Development of targeted product and pricing strategies for radio and telematics products.Ensuring that product platforms meet current and future market requirements.Customer interface First point of customer contact for commercial negotiation Presentation of quotations, new technologies, and products

Led team of designers to ensure design feasibility of mechanical design of radio for Jaguar S-Type (revenue $18m/annum.) Worked closely with component sub suppliers and Ford manufacturing plant to ensure timing and feasibility objectives were metCustomer Interface: Key interface with customer to styling and engineering.

Supplier development: Engineer in team that developed Portuguese casting and stamping suppliers.Engineering development: Thermal management of radios including thermal modeling.Launch Support: Applying FMEA and other techniques to resolve customer launch problems

Mba

Meng, Mechanical Engineering

Activities and Societies: Judo Club, Expedition Society, Surf ClubUniversity of London Full Purple Imperial College sports colours