Operational Responsibility for 150 indirect reports across 12 production lines.Transport and Logistics Responsibility for both on site and off site warehousing.Group Purchasing Responsibility.

Responsibilities•Full P&L responsibility for up to 10 Diverse UK Treatment and Transfer sites with Turnover in excess £30M. •Selected to head up North West Regional Forum – 24 Business with turnover in excess £150M, 650 Indirect Reports - Covering Domestic / Commercial Waste Collection, PFI Contracts, Hazardous Waste, Landfill, Incineration Plants, EFW, MRF Plants, Industrial Cleaning, Marine Services and Integrated Contracts.•Reporting to Director of Hazardous Waste. Responsible for QHSE, Environmental, Production, Integrated Services, Engineering, Maintenance, Projects, Shutdowns, R&D, Laboratory, Fleet and Distribution, Sales and Customer Services.•150 indirect reports across UK.•Key Customers : Country Councils, EA. Chemicals Manufacturers, Pharmaceuticals, Oil, Gas, Manufacturing Industry.Key Achievements•Post Acquisition integration and growth programme reducing costs by more than £2M whilst maintaining sales. •Developed and delivered strategic roadmap for operations which saw full restructure of group, whilst increase profitability by over 50%. •Developed and implemented full turnaround and growth strategy for problem sites in a multi site operation returning sites to profitability within 6 months.•Implemented Site Performance KPI monitoring system and internal support and monitoring plan.•Developed Start up Marine business (expected to achieve £3M turnover annually in 5 years) which was profitable in 1st year of operation.•Successfully achieved ISO 14001 and 18001 accreditation for all sites.•Implemented Scottish Operations saving >10 heads.•Implantation of new IT systems across group SAP / CMMS / WIMS.•Re-engineered process site to increase output by 100% giving a ROI in < 3 months.•Personally identified and delivered new contract values worth £5.2 million annually with long term sales cycles within 18 month of appointment.•Optimised process at operations site generating saving on bagging plan £200K per annum.

Albion Chemicals are the UK and Eire’s leading independent distributor of bulk and packaged chemicals, with 14 depots strategically located across the UK. Albion Chemicals are unique within the UK chemical market, manufacturing and distributing a wide range of Chlor-Alkali products from 2 sites located within mainland Britain.Responsibilities and Achievements: Responsible for the two Chlor-Alkali manufacturing facilities and also a Solvent Recovery /Manufacturing facility and a joint venture manufacturing between Albion Chemicals and Chorus. Developed and motivated each of the plants to become a profitable and sustainable stand-alone operation.  The major success during the closure of the mercury cell room at the Sandbach site and develop a profitable stand-alone business despite some dramatic fixed costs.  Some dynamic cost reduction processes that have only acted to dramatically reduce manufacturing costs to enable the business to be sustainable have achieved this. Development in systems and people have been the key to the success at all locations with the resulting flexible workforce, able and empowered to make key decisions on a daily basis that are able to increase company profitability and strengthen job security for all. Examples of this are accounting and reporting systems were successfully combined across the group so that common purchasing strategies could further reduce costs. During such dramatic transitions both Quality and Customer service have increased and the development of our own internal transport and distribution of bulk chemicals also enhanced Albion’s reputation as number one for customer service.

Eagle Ottawa (Warrington) Ltd designs and manufactures leather for the automotive industry supplying the likes of Ford Renault and Mercedes. The supply of leather was from raw hides through to finished leather which was supplied direct to the Automotive OEM’s and First Tier Suppliers. Responsibilities:• Responsible for full P&L for the running of two plants that represents annual sales in excess of £40M, total UK Group £70M.• Reporting to MD Europe.• The plant employed 293 people on a 3-shift production. • Ran two plants, which includes all Production, Finance, Quality, Human Resources and Research and Development, Safety and Environmental. Key Achievements:• Actively directed the initiation of a major targeted sales growth (£20M), successfully securing the most prestigious and high valued contract in the automotive market – Mercedes.• Increased Turnover of sites from £12M to £40M in just over 2 years.• Turning around the fortunes of the business into a highly profitable company £14M• Increased the productivity and profits of the Company to a significant level in one year, • Increasing throughput from 4,500 units to 10,000 and then onto 12,500 units per week. • Devised and am implementing an aggressive program of culture change, driving initially with aid of training to utilize the enormous potential of a team driven culture which is focuses on quality, cost and volume. • Empowering the teams to take on further Lean Manufacturing Methodologies (TQM, SMED, 5S, TPM Six Sigma) to develop the business awareness and track and monitor their own performance.

• The transition from a Ford Manufacturing Plant to a Jaguar Plant represented an investment of some £92M and I was responsible for the successful design, layout and installation of this project.

The Site at Halewood under Ford ownership was responsible for the manufacture of all derivatives of the Escort (CE14) Vehicle. Under Jaguar ownership this changed to the manufacture of the (X400) X-Type “Baby Jaguar” The paint shop at Halewood was one of four production area with an internal turnover in excess of $100M.Responsibilities and Achievements: Responsibility for the manufacture of all Escorts Vehicles within the Paint Shop. This includes all Maintenance, Plant, Process and Quality Engineering across an area in excess of 15 archers and represents an investment of over 300 Million Pounds.  The area used state of the art predictive maintenance methods and had a strong focus on achieving “best in class” and “best practice” philosophies and equipment.  I had a team of 9 Engineers and 3 supervisors reporting to me with a further 45 maintenance tradesmen both electrical and mechanical.  Previous to this I had held the positions of Production Superintendent, Snr Maintenance Supervisor, Snr Engineer, Maintenance Supervisor and Engineer all within the Paint Shop so I have a good understanding of all area needed to support production. The Halewood Plant also underwent a major change program embracing all the Lean Manufacturing Japanese Philosophies and I was involved as part of the Site Senior Management Team with the management and implementation of these practices.  The culture change involved training as a catalyst to the program and I helped design and implement this successful training.  Responsible for 231 production operators and 6 production supervisors. The Japanese methods were expanded across the Paint Shop and areas known as “Centres of Excellence” were developed using production teams to give World Class, quality, cost, and volume figures in facilities that were internally developed to be the best available.