After a 4-year secondment to the Global PMO, returned to G.B. to manage the Supply Chain function throughout the re-building and commissioning of the Scarborough facility, and the transition to the outsourcing of the bulk of the physical Supply operation. Future projects include the move out of the one remaining in-house facility, and the outsourcing of the stock management and order processing functions where appropriate.

Approached to head up the Supply Chain Function of the newly created Global PMO. The main objective of this multi-disciplinary team was to go into each McCain Operating Region, analyse the operations in place, identify inefficiencies and waste, and implement at pace initiatives to improve performance and deliver verifiable and sustained operating cost reductions.Key Achievements:Sustained savings from Supply Chain operations at the end of my 4-year tenure were $CAD 120million p.a. The single biggest project was the complete supply network review of North America, resulting in a reset of the Manufacturing operations and sourcing plan. This single project took over 2 years to analyse plan and implement, and saved $CAD 55million p.a. of the total. Other significant projects included changes to Warehouse networks in several regions, including an in-house cold store build and commissioning in Argentina, and headcount rationalization.

On completion of the Pan-European merger project, returned to U.K. to continue to oversee the Supply Chain and Procurement functions, but was asked to take on the additional responsibility for Agriculture. This included the procurement and commercial management of the £110m annual potato operation. Scope included in-house seed and variety development sites, and field-based agronomy and commercial teams.Key Achievements:- Seamless, simultaneous introduction of the full suite of SAP modules (inc. order mgmt, production planning, scheduling, purchasing, manufacturing, quality, trade investment, HR)- Complete overhaul of Potato Contract structures, securing multi-year supply agreements.- Introduced sourcing decisions based on ‘whole chain’ cost impact.- Established co-operative regional Grower Groups.- Reversed the gradual fall in annual Contracted volumes.- Retrained existing field team and recruited professional field managers.

Promoted to take responsibility for a major 3-4 year integration project whilst retaining the UK role. A member of the European Board reporting to the CEO Continental Europe. Managed the merger of the previously autonomous manufacturing and logistics operations of the former McCain Northern Europe and Southern Europe trading entities, to provide the new combined Pan-European Business Unit with an integrated Supply Chain for the enlarged enterprise of 9 manufacturing units, employing 2,600, servicing 17 country markets and generating annual sales of £650m.Key Achievements: - Successful and seamless full integration into a single Pan-European manufacturing enterprise.- Successful introduction of a single ERP planning and optimisation software tool (JD Edwards).- Rationalisation of 22 stock holding locations to 7, including construction of an on-site 70,000 pallet automated cold store.- Significantly reduced Finished Goods inventory through SKU rationalisation and the elimination of duplicate stock holding.- Reduced procurement costs through supplier rationalisation and increased purchasing power. - Complete re-development of the Supply Chain organisation to provide a single cohesive team.

Executive Board member reporting to Regional CEO and member of the Global Supply Chain Leadership team. The UK business comprises 4 manufacturing facilities with 1,900 employees. McCain is the market leader in branded frozen potato products to the retail, food service and QSR sectors in the U.K. generating annual sales of £450m.Recruited initially to a newly-created Board position with a brief to strategically review and then implement the operational changes required to upgrade the UK Supply Chain. Key Responsibilities:- Ensure customer requirements are translated directly into appropriate and effective action.- Design, implement and maintain the most cost effective routes to market.- Standardise and improve operating processes and review supply partners to deliver real and on-going annual cost savings.- Co-ordinate new product introductions to ensure on time, on budget launches.- Manage product quality and food safety throughout the Supply Chain.- Manage operational safety.- Recruit and develop the talent pipeline within the Supply Chain.Key Achievements:- Introduced and championed an effective formal S&OP monthly planning cycle.- Implemented a standard warehouse management system into the Cold store network.- Renegotiated and rationalised all transport and storage contracts.- Introduced standard and relevant KPI’s throughout the enterprise reducing inventory and manufacturing costs and improving service levels to in excess of 99.5 % case fill. - Achieved, and have maintained, world-class safety TIR of < 1.0 for the last 6 years.

Main Board Director reporting to the MD. Accountable for the strategic development, operational productivity, profitability and service performance of a division with a UK annual T/O of £ 170m and a compound growth rate of 18 % pa. A unionised workforce of 3,200, a fleet of 1,200 HGV’s, 50 UK sites. Focused on the time-sensitive supply chains of the automotive, industrial manufacturing, chemicals and consumer sectors. The blue-chip international customer base included Ford, General Motors, Lucas Varity, Unipart, Shell, ICI, Mobil/B.P., BASF, SSL, DuPont, Rhone Poulenc, Pirelli, Manor Bakeries, Rockware Glass and Daily Mail. Activities included:- A responsive through-the-night network.- A common-user day network.- Dedicated and common-user warehousing and distribution.- JIT sequenced trackside feeding and sub-assembly.- Hazardous goods transportation (oils, paints, chemicals, explosives etc.)

Executive Board position reporting to the Managing Director. Full operational, budget and profit responsibility for a division with an annual T/O in excess of £ 45m operating out of 10 sites with a mixed fleet of 130 HGV’s and a workforce of 550. Activities included a cold store and distribution fleet dedicated to J Sainsbury, a fully automated 90,000 pallet cool store for Cadbury, a cool store dedicated to Mars Confectionery, a common-user cool store, National stockholding and distribution for RHM Ingredients, and 5 RDC’s for Boots.

Responsible for six facilities and a major primary trunking operation principally dedicated to the U.K. storage and distribution of Mars Confectionery and Pedigree Petfoods. Included 2 factory- server sites operating 24 hrs a day, 363 days a year, 3 temperature controlled sites and one cool store. A fleet of 100 HGV’s , a workforce of 450, the role encompassed the direct operational, service level and profit responsibility for the division. Annual T/O £24m.

Responsible for a 100,000 sq ft temp controlled warehouse and distribution fleet of 55 vehicles. Dedicated to the distribution of Mars Confectionery. A workforce of 120 servicing the Midlands, Wales and East Anglia. Annual T/O £4m . Depot of the Year 1989 – most improved operation of the company’s 17 locations.