I was fortunate enough to start work for AEA Technology/ETSU where I learnt the importance of great project management and technology transfer. At National Power I was fortunate enough to experience the latest gas turbine technologies and quickly realise that Open Innovation could have helped the OEMs to more quickly fix their initial technology 'problems'​ . Here I learnt how to implement risk management techniques for power plants. First hand I learnt about transforming a business from being an internally focused to externally focused business.With GE Energy Services I learnt the importance of commercial excellence in project acquisition and process discipline. With excellent systems, processes and empowerment you can move fast and be sure in your ability to deliver.Working for Sulzer I discovered the importance of having a detailed understanding of the 'installed base'​ of equipment that you can service. Once you know your customers, their markets, your capabilities and your culture can you finally create and deliver a transformational strategy. This we did and I led the acquisition and the integration of Dowding & Mills a service business that repaired motors and generators.My assignment with Sulzer LEAN allowed me to push my ability to create new communication channels within the company that allowed us to share LEAN-thinking, know-how and to help people with common problems to connect together. It also reinforced the effectiveness of small teams to deliver to time and budget.So I moved to HSLU, why? When you are asked to teach and to lead research in the field of service and service innovation how can you say 'no'​? I have been focused on service business development for industrial firms, this has included research on Smart Services in different process industries. I am currently coaching an international cohort of Master students researching into Product-Service System innovation as well as Smart Services.http://www.slideshare.net/ShaunWest