A charity aimed at enhancing a healthy, happy and connected Northamptonshire using the power of sport and brand of Northampton Town FC. My role is to lend my expertise to enable the incredible team continue to do amazing work in the community.

Reporting to the business CEO; accountable for end-to-end operations; industrialisation strategy and delivery to commercialise and scale manufacturing of fuel cells and electrolyser products from £30m 2021 to £800m revenue by 2030. Delivered ground up team, organisation and capability build to enable the scaling of the manufacturing outputConcurrent greenfield and brownfield strategic facility builds across UK, China and USA

Reporting to divisional CEO, accountable for current and future Operations, Supply Chain and S&OP, Programme Office and Capital Programs in a start-up environmentLed strategic review of capability and readiness to rapidly scale the Fuel Cells (now Hydrogen Technologies) businessDefined and implemented organisational transformation and delivery program. Led business wide deployment.

Accountable for the development and ground-up deployment of the Global Procurement function reporting to the group Chief Procurement Officer, delivering £100m group benefit in first 3 years.Defined the strategy and led the execution of global transformation through engagement and across business sectors and executive committees including culture, digitalisation, global processes.

Secondment reporting to the JM Group CEO, led the response to the COVID-19 pandemic coordinating a global task-force of business leaders across multiple work streams focussed on maximising people safety and business security

P&L accountability for the Noble Metals business unit with primary responsibility of improving business performance whilst restructuring the business unit Global medical components and industrial technology products. c.£100M revenue excluding metal, c.700 total reports across 6 countries and 9 manufacturing and sales sitesDelivered 20% OP uplift including restructure of sub-business unit to generate £1m annual OP improvementMedical, Industrial and automotive Tier 1 customers. High precision machined products

Accountable for 6 manufacturing facilities across 3 continents, supplying precious metal and ceramic components to medical, industrial and automotive Tier 1 customers. c.£100M revenue excluding precious metal, c.550 total reports

Accountable for UK operations, 6 direct reports, c. 150 total reports; £30M revenue; industrial, automotive and medical product linesLed transformation of EHS culture and performance through structured behavioural safety implementation and leadership alongside a restructure of the operations to drive efficiencies. Margin (+6%) and working capital efficiencies

Transferred to turnaround a loss-making operation specialising in ceramic hip joints and electronic feedthroughs.Accountability for end-to-end operations, returning the site to profitability in 12 months. Led major turnaround in site performance returning to profitability in 12 months through cultural shifts in both management processes and employee engagement. Low volume, high precision medical and industrial products

P&L accountability for the Advanced Ceramic Engineering business unit. Developed and implemented significant strategic shift away from commodity to niche markets delivering step change sales and profit growth. Operating in diverse markets including medical devices, oil and gas, nuclear, and analytical.Led team through major operational development in medical seals manufacturing. Identified and prioritised opportunities for operational improvement through CI and step change margin projects.New Business Award winner for product development in the nuclear industry.

Accountable for a global B2B sales and customer service team delivering a major sales strategy realignment through the disposal of commodity product lines and generation of key opportunities in high technology, growth markets – medical, analytical and aerospaceLed a 75% compound growth in medical components and 40% total revenue growth and doubled product margin despite churn of 25% in the same period. Established the facility as the global leader in the manufacture of medical centrifuge seals, quadrupling share of wallet with the market leader

Reporting to the Director of Strategy Implementation as a program manager in the successful amalgamation of two divisions (Thermal Ceramics and Technical Ceramics) into a £650m business, with a first year contribution of £5m additional EBITDA to group.Operating with the Global Executive, the primary function was to monitor and drive progress of 60+ global workstreams ensuring on time and on budget delivery.

Responsible for business development in new niche markets and growth of major accountsExceeded sales and margin targets, driven primarily by growth within untapped differentiated product markets - 22% growth in 1 yearSuccessfully managed transfer of product line to Morgan Shanghai and led technology transfer of new production process into group.

UK technical OEM account management for engine management components.Applications Engineering experience in Japan, Hungary, Spain and Germany