Robert is one of three founding directors, with a combined 100 years of construction experience, of this architectural glazing company exclusively distributing Pilkington Profilit to the UK market place. As GPS are the official Pilkington appointed Profilit distributor, the offering entails a focused service of design, supply and installation of the Pilkington Profilit channel glass glazing system. Business development remains focused on architects and interior designers, with operational activities focused main building contractors for project deliver.

Robert has taken Lumaglass, a new start-up business unit within Westcrowns, to be a multiple patented profitable international business with a unique illuminated u-profile glazing system, specified by architects and interior designers to create amazing feature illuminated glass facades, curtain walling, cladding and interior partitions, up to 7M in height, curved and 100s M long.In a start-up mode, Robert took a very hands-on role, developing the UK market strategy, product development, tendering and commercial / contract negotiation. One of the key marketing tools was gaining accreditation from the Royal Society of British Architects (RIBA) for an approved CPD seminar as well as delivering these to architect practices resulting in Lumaglass specifications.From customer feedback, Robert initiated further product development to make the illumination feature in the glazing a simplified "plug & play" installation, resulting in reduced time to install on site. Robert also extended the product range from the base electroluminescent lighting technology to include LED lighting options with DMX, Dali, Digital, and Building Management System interfaces. LED technology now dominates the product range.In consolidating the UK market, Robert developed an international strategy to capitalise on the European wide patent and the separate North American patent, winning work in Europe, North America and the Middle East. In Europe, agents have been set-up in Netherlands, Norway, France and Turkey, extending the market reach.Recently, Robert has taken a wider business development role across the Westcrowns Contracting Services business, co-ordinating sales and marketing of Lumaglass, Reglit and Harndec Flooring divisions with a new integrated team to create a consistent approach to marketing, CPDs, customer enquiries, new business sales, technical sales and support, tendering and contract negotiation.

Robert returned to Scottish Enterprise in a senior account manager role to manage a portfolio of medium-sized technology companies and large foreign-owned manufacturers. Robert quickly established credibility and forged successful relationships with clients’ senior management teams and, via detailed business reviews, helped these clients identify and prioritise areas for safeguarding, improving and expanding business opportunities. For an 18 month period, Robert was selected to manage a reduced number of selected key account companies to allow more time and involvement to work more intensely with the aim of achieving a greater measurable economic impact on the growth and competitiveness of the individual businesses participating.Following the success of the 18 month pilot, Robert was offered a promoted secondment to lead a team of 12 experienced account managers working across the Grampian Oil & Gas and Food & Drink industries. Through the account management team, Robert implemented the Scottish Enterprises national strategy of economic development and engaged with local stakeholders in Aberdeen City Council and Highland and Island Enterprise on joint initiatives.

Robert gained 18 months’ change management consultancy experience working on and leading a number of projects including collaboration and merger of further and higher education organisations, for example:Frontline was commissioned to prepare a collaboration options study for two Lanarkshire colleges. Robert was instrumental in the research and engagement and interviewing of College Board members to draft the final report. From this, both college boards opted to progress a detailed study of how deeper collaboration could be achieved on all fronts. In this follow-on phase, Robert facilitated a number of project groups in curriculum areas and shared services, utilising his strong process and mapping skills to help the curriculum project groups identify and quantify opportunities to consolidate, develop and create new curriculum opportunities. For the shared service groups, Robert helped to identify a unified approach, efficiency gains, sharing of best practice and resources for investment. Robert, using similar approaches, was also heavily involved in the mergers of Falkirk and Clackmannanshire Colleges and the Schools of Nursing and Midwifery at University of Glasgow and Caledonian University. Other assignments included product diversification and customer satisfaction surveys for a global manufacturer and running workshops In Lean Management Thinking Methodologies to the NHS and NHS 24.

Robert was the account manager responsible for managing an intensive portfolio of small to medium sized software and technology companies. He conducted numerous business reviews with these companies and was instrumental in embedding annual action planning processes and facilitating their implementation. This led to increased productivity, profitability and participation in international trade in manufacturing, services and technology-based businesses. With a focus on the software industry, Robert was responsible for the Strathclyde Software Innovation Centre and prepared the business case for this incubator / accelerator unit to remain operational between Scottish Enterprise Lanarkshire and South Lanarkshire Council. This included the development of a financial model to ensure long term sustainability of the unit beyond the life of its initial partnership funding. He also served on the Board and provided strategic and operational guidance. Robert served on the SEL funding committee, where he participated in the review and recommendation of investment decisions as gap funding for Lanarkshire companies. Within the Growing Business unit, Robert introduced process improvements resulting in clarified procedures and standardised documentation to improve internal efficiencies and increased customer satisfaction.

Robert was responsible for managing a three-shift operation producing polyurethane foam packaging for customers in the computer, electronic, automotive and construction markets. He developed and introduced a continuous improvement programme across the company with specific emphasis on productivity improvement, inventory reduction, material yield increases and enhanced customer service levels. Value stream mapping was used to identify priority improvement areas in sales order processing and shop floor assembly operations. Robert also led the introduction of a Kanban service to key customers including Compaq Manufacturing, Seagate and Honeywell. Achievements:Project managed the installation and commissioning of the company’s integrated business software system spanning sales order input to shop floor data capture. Introduction of cellular manufacturing techniques resulting in significant production efficiencies. Introduction of a formal strategy governing the company’s training, team development, Health and Safety and performance indices to Investors in People standard. Development of the company’s packaging recycling service and accreditation by SEPA as Accredited Reprocessors.

Plant ManagerRobert was responsible for the operation of two production and three maintenance shifts, manufacturing interlocking concrete roof tiles and succeeded in meeting agreed budgeted targets. Robert negotiated the introduction of monthly salaries to a traditionally weekly paid unionised work force.Developed and implemented a training plan for Production and Maintenance employees to ensure an adequate ‘bank’ of skills was maintained.Introduced continuous improvement methodologies that resulted in projects improving safety, quality, cost, delivery and morale. Chaired the on site safety committee and regularly conducted safety reviews and ensured all relevant safety discrepancies were actioned and implemented.These initiatives resulted in a reduction in both plant downtimes and scrap levels with increases in production output, improved quality levels and reduced lost time accidents.Project ManagerRobert led various multi-disciplinary teams on capital engineering projects in Marley’s 13 manufacturing sites across the UK, including: the installation and commissioning of a £0.75 million sand handling and mixing plant incorporating lead edge moisture control and weighing technologies. leading a cross functional team to implement a company wide computerised maintenance management system, including stock control for all engineering stores. He developed and led the delivery of the training for all engineering management, maintenance and store personnel for the 13 sites.Project EngineerRobert developed and introduced a planned preventative maintenance system for three Marley Paving factories; managed the system at the Burton-on-Trent site for a nine month period. He also worked on a variety of production engineering projects improving safety, quality and productivity and introduced continuous improvement methodologies.