Stuart Godfrey Email & Phone Number

United Kingdom

A vehicle to provide management expertise on a broad range of skills gathered over 33 years.Clients include FTSE listed major Building Products company, various financial and research organisations looking to invest in the plastics or infrastructure products sector through to a small but growing leisure services provider.

United Kingdom

Following the successful £100m MBO in June 2008 from the Uponor Group, I became CEO of the Radius Systems Group - four operating units. I had full P&L responsibility for the Group reporting to the Board as shareholder along with other senior colleagues and private equity sponsors. Refinanced initial PE underwrting of buy out in Sept 2008 with five senior lenders. Re sited Irish manufacturing to greenfield site in 8 months. Set up JV in Abu Dhabi producing products locally in 2011. Negotiated technology transfer agreement in Egypt outsourcing manufacture to low cost economy. Successfully replaced DB pension scheme with DC scheme to de-risk business and protect pensions. Managed consolidation of four production units to two in UK, in 2011/12. Profitability peaked in 2009 at £19.0m from £6.0m in 2001 Sales peaked at £124m in 2009.

Uk And Ireland

Following a restructuring of the Uponor Group back to a geographic based reporting structure, I became Managing Director of three businesses in GB,NI and RoI reporting to the Group Executive Board. Full P&L responsibility for four factories, 500 people.€150m sales. Each unit had a Managing Director reporting to me. Ultimately led the MBO of this businessgroup to become Radius Systems Group in June 2008. Set up fourth business unit as an installation business ( Uplus) - zero to £5m sales by 2008. Set up JV with a key distributor (nrg2) to capture more of the supply chain margin and win a share of an emerging market segment. Negotiated sale of a key technology to France turning a loss making manufactured product into a profitable bought in product for the UK market. Increased operating profits from 9.0% to 14% Improved cash flow from -£2.5m to +£15m Grew sales from £66m to £117m

United Kingdom

A brief period during which the Uponor Group was structured on an industry sector basis across it's European operations rather than on a geographic basis. Following success in market share development in my previous role I was given responsibility for the European Water sector in the utilities division. Negotiated exit from loss making operations in Hungary with JV partner. Developed strategic plan for the sector across Europe involving consolidation of production and rationalisation of facilities - strategy adopted by Executive Board.

United Kingdom

Full Sales and Marketing responsibility for a business previously two distinct operations.Brief to merge the two organisations and to grow sales and market share. Reorganised internal and external sales forces into one unit, retraining the team through the IBM sales strategy course in 1997-98 to focus on Key Account development. Introduced the biggest innovation in the plastic pipes industry since the advent of plastic pipes themselves. This would lead to the reduction in the competition of suppliers in the industry from 5 to 2. Raised sales from £46m to £55m but more importantly won major contracts in 1999/2000 which laid the foundations for growth in subsequent years. These major contract wins would increase Uponor's market share from 50% to 85% in the gas industry and from 20% to 33% in the water sector.

United Kingdom

Following the merger of two wholly owned businesses in the Uponor Group, this role had full sales and marketing responsibility for the water sector in the UK, a new sector and industry in my experience. Raised sales by over £2m in this period. Breakthrough sales in acounts not traditionally supplied by Uponor. Focussed product development efforts to become much more selective. Led the plastics industry against a competitive campaign on product suitability, ultimately to a Parliamentary Select Committee.

United Kingdom

Whilst Senior Management worked on the merger of two companies, I was responsible for International sales in the absence of a colleague through ill health. All International sales, three regional managers and office staff. Doubled sales to £5m in the year - China, Egypt and Singapore notably. Led World Gas exhibition to raise company profile. Started production of key products in Argentina. Set up distributorships in Singapore and Taiwan.

United Kingdom

Following the take over of Du Pont's plastic pipe businesses by Uponor and Neste I became the UK Sales Manager. Reporting to the new MD this was my first Management role reporting as part of the executive of the business. Managed the transition of the brand from the well respected Du Pont brand through the use of the product brand "Aldyl" to the Uponor brand. Managed the legacy of raw material transition from Du Pont material to that of Neste and others.

United Kingdom

I started my professional career with the Du Pont Corporation in September 1979 as a trainee accountant learning all aspects of accountancy before being promoted to a role with responsibility for IT systems on the site in Derbyshire. In this time the systems were fully upgraded and personal computers introduced. I spent a short period introducing manufacturing systems in 1986/87 before being promoted again to the Product Manager role in 1987 which then was expanded to incorporate all of the supply chain activities on site including procurement, customer service and distribution.