Reporting to the CEOResponsibilities are structured into 4 key pillars:Corporate strategy development & deployment - Lead Definition and delivery of strategy development and annual curation process with C-suite stakeholders- Lead inhouse insight team to track, analyse data and report external/internal environmental changes and implication to corporate strategy - Lead definition of strategy target framework, programmes, projects and measures to deliver agreed strategies- Lead stress test of strategy at defined intervals and agree resultant actions- Setup and deliver governance and PMO management approach to deliver strategic initiativesTransformation- Act as internal consultant to define and solve business and functional issues - approach, analysis, workshops, roadmap development, initiative initialisation- Setup and deliver governance and PMO frameworkProgressive Brand Group - Lead management of CEO/Corporate interface and steering model between brand group office and brand- Lead delivery of governance and delivery of C-suite papers - Lead project management of strategic financial planning process- Lead management of budget, policy and delivery for external management consulting resourcesCEO office- Lead delivery & alignment of specific C-suite papers for regular and adhoc meetings - Lead team to support CEO driven activity to analyse business topics- Lead delivery of Leadership team conferences logistics and materials- Facilitate BoMM as required

Focusing upon deployment of corporate strategy and business transformation programmes as part of the corporate strategy team.Engaging and working with board and senior leadership groups to facilitate definition, support delivery and report maturation status of strategic programmes within the business.Providing tool sets, direction, governance and critical thought to ensure continued progression towards agreed strategic direction and goals. Working with senior leadership to ensure cross functional working is optimal, methodology is best practice & alignment between programs exist.

Directly Responsible for APQP delivery for the full lifecycle of process planning on continental variants, additional management responsibilities for Bentayga, mulsanne variants along with powertrain manufacturing.Key focuses of the role:Standardisation of planning approach Strategic direction for process planningInfluencing future vehicle designs to suit assembly and delivering a best in class process and facility to build themSenior management reporting of readiness, project tracking, deviation and operational metricsStandardisation of jigs/fixture and tooling delivery from concept through to capability

Responsible for the management of APQP and PEP for final assembly production planning. The role is diverse covering all final assembly manufacturing engineering, across 3 platforms and multiple variants. It is inclusive of manufacturing feasibility through to process/vehicle launch and SOP. Responsibilities include manufacturing feasibility, process development, point of use assignment, facilities specification, jigs and fixture specification procurement and prove out, launch concerns management, and management of typical APQP deliverables.

Production/Operational management of assembly, test and paint operations, for the manufacture of aircraft actuation and power transmission products on both fixed wing and rotary aircraft. The role spanned a broad range of both military and commercial program's and customers. Focused on delivering operational excellence through the value stream. It Involved the use of lean principles, tools and business acumen to drive sustained improvement and strategy and deliver kpi's in SQDCL categories to meet or exceed key P&L targets.

Responsible for assembly manufacturing engineering team within two business units (Axles and Gearboxes), a total of 16 assembly lines covering a range of volumes and technologies. Additionally responsible for the test stand engineering team, covering a total 11 test stands for power-train production testing.Define the manufacturing and CAPEX strategy for the business for the next five years to deliver projects domestically and oversea's. Lead, manage and implement the strategy to deliver defined improvements in KPI's and P&L.Create and standardize departmental practice, develop members of the engineering team and nurture talent through the business.Continuously improve existing processes, developing relationships with the main stake holder groups to create a future state map of the operation. Define, Plan and manage improvements through to agreed KPI targets, through the use of Lean and Best Practice power-train methodologies.

Project management and leadership of medium to large scale assembly line project. Design, specification and development of complete assembly processes for existing and new products, from initial estimations to procurement and installation of equipment. Development of processes using PFMEA, and lean mapping techniques, working with external suppliers to run SE projects simultaneous with design projects. Use of lean manufacturing tool sets to initiate and sustain continuous improvement within manufacturing operations.

Primary role involved production support for CNC machine tools, and new product introduction into an advanced CNC machine tool environment. Multiple projects lead from start to finish, including machine tool and fixturing Capital purchase, project management of cell installation, and process design and continuous improvement.