Self-employed consultant available on a short-term, interim or long-term basis providing a strategic focus - leading change, managing improvement projects or filling leadership gaps.Leadership | Business Unit Strategies | Product Strategies | Operating Models | Process Improvement | Change Management

Led a team of 70 employees across sales, manufacturing, logistics, supply chain, technical, marketing, customer services and finance for a manufacturer of adhesive & flooring products (£15M revenue). Fostered a culture of collaboration and continuous improvement, optimising business processes across all functional areas to improve operational delivery and customer satisfaction. Retained key accounts whilst resolving longstanding & business-critical pricing and service issues. Conducted extensive strategic analysis of feasible market and business systems, resulting in a conclusion by the PLC parent to solvently close the business 4 months into my tenure:• Managed key accounts, negotiating price increases with an annualised benefit of c. £1M on £10M of sales.• Aligned production output with business objectives, increasing OEE by more than 20 points whilst significantly improving OTIF performance on key accounts to comply with all customer KPIs.• Led and motivated the team during an ambitious 4 month and £4.5M programme to close the business whilst complying with legal and moral obligations. • Negotiated runoff arrangements with suppliers and clients to mitigate breach of contract penalties.• Spearheaded negotiations for the sale of tangible and intangible assets to maximise asset value recovery.• Identified and engaged a cost-neutral plant decommissioning partner to minimise closure expenses.

Directed an £18m specialist sub-contractor across projects requiring design, manufacture and installation of external building envelope solutions. Led substantial and urgent change to the strategy and operating model. Returned a loss-making business to profit with a zero-based cost transformation program, eliminating costs in overhead, manufacturing and premises whilst investing in leaner and faster design processes, product development and capturing new market opportunities in the US that better aligned with the PLC strategy: • Achieved a substantial profit improvement of £1.6M over a 2-year period through comprehensive business restructuring. • Reduced overheads, streamlining operations to create a more agile, competitive business.• Increased project margins by devising and executing a sales strategy that differentiated the business from the competition on the basis of exceptional customer support.• Expanded sales reach in our key market for solar shading and screening by establishing a domiciled sales presence in the US market, leading to significant growth in the US project pipeline to in excess of $80M.• Led an organisational culture shift to an open, collaborative and engaged team by creating clear organisational structure, roles and responsibilities, shared values and accountability.• Strategically managed the bid process to target opportunities aligned to our value proposition whilst introducing new pricing protocols, tools, procedures and customer outputs.• Managed contractual risks and opportunities by creating and overseeing new procedures for review and agreement at award stage and for the management of variations to contract as projects progressed.• Introduced new project controls to ensure that costs and schedules remained on track through planning, monitoring, communicating and closing out projects efficiently.• Sponsored the development and training programme for design software, significantly reducing design time whilst increasing quality.

Directed end-to-end operations of an £11M business with 55 employees across sales, marketing, customer services, technical, purchasing, manufacturing and logistics. Created and implemented a new sales strategy to respond to a significant shift in market dynamics following withdrawal of public funding incentives in a saturated market:• Sales and marketing activities targeted client-side designers with clear product selection criteria and contemporary umbrella and product branding, later cited as a key driver for acquisition by market leader.• Improved operational efficiency by introducing production planning whilst identifying automation and outsourcing options as substitutions for outdated production systems.• Decreased overheads and boosted PBIT by developing and implementing strategic business processes restructuring.

Initially worked as Product Director before the remit extended to Technical Director and then to Operations Director. Led all internal functions including operations, technical, supply chain and marketing departments during a period of rapid expansion. Strategically extended the product proposition whilst developing customer-centric support services. Evaluated market trends, customer needs, and competitor offerings to identify opportunities for product enhancements and market expansion, including identifying and analysing potential acquisition synergies:• Developed strategic propositions that resulted in the consolidation of 5 Group rainwater / drainage related business units into a single water management entity and the creation of a building envelope division.• Achieved 86% revenue growth to £17.9M and a 17-point PBIT improvement over a 4-year period by developing and implementing a successful differentiation strategy and introducing new products.• Secured and successfully led fulfilment of a £13.3M contract to design and supply metal roofing and cladding products in British Columbia, Canada, achieving a profit contribution of £4.5M.• Led design & supply projects up to £3.6m at Wimbledon Centre Court (soffit cladding), Fjardaal aluminium smelter in Iceland (roofing), St Maartens Airport in Dutch Antilles (roofing) & OVO Hydro Arena (green roof).• Successfully led post-acquisition change management projects, integrating two subsidiary companies to achieve synergistic efficiencies and increased customer value with an improved product portfolio.