Rick E. Email & Phone Number

Worthing, England, United Kingdom

Major programmes include:- M&A opportunity assessment, diligence co-ordination and business integration- Sales market conversion from distributor to direct sales model- Systems implementation (including ERP and CRM)- Office relocations

Worthing, England, United Kingdom

Focused on conversion of sales markets from distributor model to direct sales presence, including local entity set up, staffing, third party logistics company engagement.

Worthing

Managed 2 key projects: - Technology transfer (capital value of approx. £2 million) of new production process for an external supplier located outside of the EU - Transformation of existing product packaging so as to allow a significant increase in site production capacity capability

Worthing Primary

- Direct the decontamination and decommissioning of GSK's Primary site in Worthing (close the 4 largest departments and oversee the final stages of closure of a remaining 5).- Completed the decommissioning and decontamination phase of the main phase, 1 month ahead of schedule and all 9 departments were successfully closed ahead of 6 month deadline.- Upskilled and coached a team of 4, all of whom were able to contribute in 2 weeks.- Recognised for delivering value within first 10 days.- Rolled out 4 detailed frameworks, plans and performance systems in less than 4 weeks.- Secured full endorsement for 100% of work plans submitted for approval.

Worthing Primary

- Managed 2 key projects; a purified water remediation project (7 seperate projects and a capital value of £1 million) followed by the fermentation production restart programme (worth £30 million) which was delivered in 2 months (May-July 2017) and comprised of 25 seperate projects. - Set 2 new site benchmarks; a) reduced the length of the approval process for critical path documentation from 1 month to 5 days, and b) delivered all necessary water documentation in 50% less time than the site norm. - Upskilled and mentored a team of 5 who all began adding value in 2-4 weeks.- Directed the upgrade of a 1960s building to meet the rigorous standards and regulations of pharmaceuticals today. - Secured 100% approval for all proposed amendments.- Ensured resources were used optimally by dovetailing their use wherever possible. - Promoted to Senior Process Engineer (July 2016) and handled the technical activities of the site's largest single capital expenditure project.

Worthing Primary

- Oversaw the technical aspects of GSK's plan to increase output capacity from 18 tonnes to 35 tonnes (worth £18 million)- Promoted to Project Engineer in recognition of the extensive first hand experience with the Mupirocin Free Acid Extraction plant.

Worthing

- Successfully managed the Operational shift team of 10 operators across 5 production areas including a solvent recovery distillation operation. - Reduced cross-over and increased productivity after developing and rolling out multiple systems for team leaders to use and observe team's engagement.

Worthing

Provided day-to-day technical support to multiple API production facilities and Solvent Recovery operations site.

3 rotations undertaken as part of graduate development programme. These were: -Sept 06 to Sept 07 - Crawley (Utility Engineering Project Engineer)Sept 07 to Sept 08 - Ulverston (Technical Development Process Engineer)Sept 08 to May 09 - Dartford (Technical Development Process Engineer)

The PSM group is part of the refinery’s Health, Safety, Security and Environment (HSSE) department and was concerned with investigating the safety of the process units located on site. The groups main activity was the analysis of the pressure relief system installed on all process and storage equipment. My main project was the pressure relief system investigation on the refinery’s Liquefied Petroleum Gas (LPG) unit. This involved examining pressure relief systems design criteria to determine whether or not they were correctly sized for the maximum possible relief load and recommend any modifications requiredOther projects undertaken during the year included the review of explosion boundaries from the process equipment, storage facilities and other non-blast proof buildings on site. A comprehensive review of all temporary buildings on site was undertaken, these buildings locations were then plotted on a blast contour map of the refinery, so as to investigate whether or not they were currently in a safe location. If they were not currently located in a ‘safe’ location recommendations were made to the refinery’s management team as to request the buildings removal to a safe location