Stabilised manufacturing and personnel; introduced new manufacturing methods and planning systems; and increased levels of communication and discipline. Worked closely with customers directly and through Project Managers to optimise expectations and margins particularly in the subsea sector where significant QHSE and housing keeping improvements were made. Increased the use of NCRs, project debriefs and work analysis to refocus and drive continuous improvement seeing improvements in weld quality, material booking/handling, H&S and companywide QHSE. Established new stainless/clean shop, doubling capacity, extending capability and bring in new customers.

Developed and drove the business to meet the requirements of the subsea market, in particular fabrications and assemblies; ensuring the correct and sufficient resources, systems and practises were in place. Working with customers on a range of subsea and related projects.Improved the businesses fabrication capability, planning and customer responsiveness. Focusing CI on addressing KPIs.

Drove OTD, sales and profitability. Designed, developed and brought new products to market. Working with customers on technical issues and developing new markets.

• Turned business from ongoing breakeven/losses to repeated and record profitability of 8% PBIT. In part achieved by increasing margins by 20%, through price reviews, removing fear of implementing price increases, and focusing on USPs. • New product, process and material lines introduced to support existing offering, included the deployment of an Asian sourcing strategy, requiring marketing campaign and introduction of new supplier and customer management systems. • Instigated joint venture/start-up in rail engineering sector, part of the advisory team of Atlas Rail Components.• Led company through telecoms drop-out. Reduced the workforce from 220 to 110, whilst addressing cash issues and implementing a turnaround by driving sales through introduction of CRM, telesales and other marketing activities, ensuring systematic quote and enquiry follow-up; increased new customers 3 fold and conversions 30%.• Established 3 year $4M supply contract with large US aerospace multi nationals, addressing currency variations, minimising contract penalties and establishing kanban levels. Turned failing radar project with major Swedish international defence contractor, securing £200k of profitable business, which led to over £500k of further business.• Instigated HR system, with new employment contracts and workable disciplinary procedures. Improved Health and Safety through training and introduction of employee safety booklet. Installed a matrix training system, increasing skill levels and flexibility. Drove quality responsibility onto the shop floor and oversaw revision of ISO9001 QA system and developed it for AS9100/Nadcap (aerospace) accreditation. Streamlined QA and admin, halving the staff levels.

Increased new product developmentEstablished company’s website and CRM databaseRe-branded companyOriginated, developed and presented a nationwide IMechE accredited PED training course.