Working with Lotus Cars, Montracon Ltd, aalberts industries PYG, Norton Motorcycles, Paragon-ID Ltd, Vossloh Cogofer UK Limited, Parkacre Ltd. Timber Garden Buildings Ltd.

Lead and develop a small central commodity management team of 32, built up of purchasing, supply chain, product cataloguing and logistics management personal, with an external spend of £120m+ with 800k SKU’s, holding a group inventory of £53m, that has the ability to cover 70% of the 32m UK vehicle carpark demand from a national B2B platform of 108 branches, 20 hubs and a central 138,000 sq. ft. distribution warehouse. Key deliverable and business improvements• Support integration projects and major national growth plans for key accounts• Develop and build a future proof team that is process driven, fact based and focused on one truth• Develop and implement new business process, thinking and training• Key deliverable and business improvementso Achieved an overall net cost reduction of £8m versus a plan of £1.8m.o Improved credit terms by £6.5m “27 day improvement” v a plan of £5mo Agreed consignment stock agreements totalling £7.5m.o Cleansed current inventories by an aggregate of £6m. versus a plan of £3mo Rationalise the grey supplier tail by 50% and implement long term agreements with the top 30 suppliers by spend.o Reduced the current supply base by 2000 suppliers, actual 2640o Develop and implement group purchasing policy and best practice processo End to end managed the Retention of Title process of the former Unipart Automotive group acquisition, acquiring £14m of supplier inventory from 186 sites.o Implement a group supplier brand map strategy by category supported and communicated into the wider team offering £20m EBIT growth

Steering group board member that leads, develops and implements group procurement methodology and policy across the business, acts as a bridge between Optare and the parent company Ashok Leyland, responsible for a team of 35 people covering material planning, purchasing, Group Inventory and logistics, managing 251 strategic supplier relationships and over 1000 leverage partners, with an external spend of £100m focusing on.Key deliverable and business improvements• New vehicle product development technology and innovationo Launching 4 new global products• Group synergy savings of £8.1m• Implemented £9000 per vehicle savings• Cash and credit improvements of over £6m (average payment days 128)• Inventory reduction of £1.9m with a >15 turns• Product Warranty top 100 partners >36 months • Supplier rationalisation improvements with the critical few• Introduction of commodity / category management• Develop and implement SQA best practice methodology• Develop and implement Procurement best practice across the group • Training and professional development of the team• Double Deck project champion• Design change management• Acting COO

Lead and develop divisional procurement strategy methodology and policy across the group Laidlaw solutions and Interior manufacturing from the point of order to the point of sale with a small team off purchasing, materials and distribution specialist split across 9 manufacturing sites managing 1600 supplier relationships and an external spend of over £90m focusing on• Reduction in inventory holdings of £1.2m• Inflation containment offering better than market levels• Cost reduction via innovation consolidation and synergy £1.65m• Containment , avoidance of £500k• Cash improvement of £5.6m with a COB saving of £200K• Supplier reduction and synergy opportunity• System improvements• Standardised business reporting tools• Training and professional development of the team• SQA process development across the group.• Supplier metric and strategy deployment and consolidation across the group.• Focused and experienced in all spend categories, direct, indirect, large capital investments and strategic new facility start ups and JV’s.• Strong Focus on PBIT and cash delivery to the business.

Lead and develop group procurement strategy across the globe at a board level, pre and post contract project engineering, project bidding and operational purchasing around the Bridon Group of companies in North America, China, Europe and the middle east with an external purchase of over £140 million split across 9 manufacturing sites with a team of 17 direct reports, new site development. • Lead and personally manage key strategic commercial supplier relationships and negotiations covering Steel, Zinc, Energy, Freight, Reels, Travel and Plastic.• Develop and deploy group SOP purchasing reporting systems and continues improvement tools driven through OGSM.• Commercial risk and vulnerability mitigation and reduction across the group. • Training and professional development for the group purchasing team from basic into advanced tools and techniques.• Implement a restructured function based on out of process core strategic commodity responsibly and transitional leverage purchasing focus.• Explore and develop synergy opportunities and lead buyer’s concepts within the group.• Methodology and SOP development and improvement implementation across multiple international regions.• Zero based measurement and Zero based forecasting offering year on year negative net deflation delivering over £20m in savings from 2005.• Extensive background in LCC VA/VE. • Six Sigma development and cultural deployment in region 1. • SQA development and role out in region 1-2 and 3.• Supplier metric and strategy deployment and consolidation across the group.• Focused and experienced in all spend categories, direct, indirect, large capital investments and strategic new facility start ups and JV’s.• Strong Focus on PBIT and cash delivery to the business.

Develop methodologies and strategies that support the transition towards being a fully commodity driven purchasing organisation across 28 manufacturing locations, with extensive travel throughout mainland Europe and North America. Develop and implement a single global commodity code structure, supply base master, rationalisation strategy and commodity strategy, leading towards a Strategic Sourcing methodology.• Commodity re-coding of over 250,000 parts worldwide within 18 months covering an outside purchase spend of over 2 billion.• Reduction from 5000 supplier holdings (17,000 supplier manufacturing locations) in 2000 to 2500 holdings in 2004.• Supported the introduction of a common purchasing system in 40 locations and the creation of regional purchasing centres of excellence.• Role-out of a core non-core commodity strategy methodology based on part supplier process capabilities.