The Only Waterless and Chemical Free Dyeing Factory in the World making Recycled Polyester fabrics for Sports and Outdoor Global BrandsWith a number of peer reviewed LCA’s demonstrating Carbon Reductions from 50-70% (dependant on fabric type) and a track record in delivering fabric across Woven, Weft and Warp Knits, CleanDye utilises co2 technology to dye fabrics to provide alternatives to conventional water based dyeing and brings a new normal to our industry.

Making Outerwear and Suits

Woven and Knit shirts manufacturer of some 5,500 people operating as part of the TAL HK Group of businesses.

6 month contract with Carter's to manage Quality and RM across the supply base and head office in Atlanta

• Chaired the Sustainability Committee for the Group to bring all production sites up to the same level of international compliance.• Developed inter RBU sharing of all R&D and created an R&D center for the Group based in one of the Chinese sites.• Created bi-annual Trend books for our customers – to demonstrate directionality on fabrics and colour trends.• Instrumental in taking new R&D products to specific customers resulting in an increase in new product adoption year on year by over 12% across the group.• Guest Speaker at International Industry Conventions across a number of subject areas, including Sustainability, Trends, Cotton Directions and Speed Initiatives.• Developed Products with outside R&D companies for adoption into key customers portfolios.• Controlled Raw Material Pricing into RBUs to improve central margin on all consumables.

• Developed business from US$ 56 million to over US$ 100 million turnover with minimal increases in machinery, through focused portfolio changes.• Achieved ISO 14001, ISO9001 and implemented 5S into the full business.• Worked with UK Retailers to become the first Fair Trade Manufacturer in Asia and subsequently became a member of the Cotton Advisory Board for the Fair Trade Organisation in Europe.• Streamlined production by introduction and implementation of cross-functional training to reduce total labour cost by over 20% and increase job fulfillment and reduce attrition to below 4% per annum.• Increased exposure of local talent to replace senior expat teams throughout the business.• Flattened organizational structure to allow middle management to make more decisions throughout the working day and to be more responsible for their actions.• Developed Speed to Market solutions with key customers to allow for within season replenishment in response to in-store sales. This included weekly replenishment models with Victoria’s Secret on a Fast React basis.• Developed and fully implemented a Strategy to counter unstable utility costs in Sri Lanka by changing energy sources to Biomass for the complete business unit and at the same time started a large scale tree planting initiative supported by the business in the North of Sri Lanka.• Replaced the full dye house within a 6 month period and with no reduction in output during the changeover.

• Managed Hong Kong based Sales Office and three Sewing Factories – one in Indonesia and two in Southern China, with a direct staff of 1,000 and also a network of outsourced factories in China for both finished goods and part processes (washing, embroidery etc) making outerwear for the US market from Carters to Ralph Lauren and Nike.• Changed the focus on planning to remove the need to use temporary workers.• Oversaw the change of contracts for Indonesian workers to comply with customer requirements.• Managed compliance requirements to bring Polo by Ralph Lauren into one of the Chinese businesses.

Directional work for the Sales of the business, Trend Analysis and creation of Trend Direction.The role also encompassed the compliance of all the businesses in the Group, Chairman for Group Sustainability and an active member of a number of Industry Groups - SFBC (Sustainable Fashion Business Consortium), Cotton Advisory Council for Fair Trade.

Directed the business to reduce all waste in processes and products, optimise Sales opportunities and maximise Delivery Performance internally and Externally.

• Originally employed as Commercial Director, I was promoted to GM within the first year, with full P&L responsibility - reporting to the Regional Director based in Hong Kong.• During my tenure, the business was acquired by Sara Lee and then directly by Dogi, with full involvement in due diligence and the full integration of Penn Philippines into the new company structures.• Developing working agreements with the fully Unionised workforce to share business information and business development strategy.• Change an established and traditional workforce into one that could work with new Group businesses across the Globe by sharing working practices and travelling to other RBUs.