Tim S. Email & Phone Number

An experienced and highly successful Senior Operations, General and Commercial Management Professional, with a significant history of success within a diversity of manufacturing and production environments, and a track record of developing and transforming business processes.CAREER SKILLS:Operations Management• Conceived strategic organisational plans and managed implementation to timescales and budgets• Maintains strict compliance with all quality standards, regulation, legislation and ‘Best Practise’• Skilled in managing resource maximisation, planning and scheduling systems and processesChange Management• Skilled in reviewing operational systems and processes to identify development opportunities• Proven ability to deliver cultural, operational and process change projects and programmes• Evaluating potential system and process developments to mitigate risk and maximise ROI• Driving improvement in performance deliverables to increase output within financial budgetsResource Management • Experienced in the leadership and management of multi-skilled and cross-functional teams• Experience of managing full recruitment life-cycle from succession planning to induction• Proven ability to coach and mentor staff to drive continuous performance improvementRelationship Management • Proven ability to instigate, develop and manage effective stakeholder relationships at all levels• Experienced managing negotiation processes with customers, suppliers and partners• Excellent verbal and written communication skills across new and traditional mediaGeneral & Commercial Management• Skilled in negotiating, monitoring and evaluating contract Service Level Agreements• Experienced in planning, setting, creating and controlling financial budgets and targets• Proven ability to manage commercial operations improving efficiency and profitability

Northampton

Towcester

Achievements• Installed new Financial system (Sage200) within agreed timescale.• Installed new CRM (Sage CRM) within agreed timescale.• Designed new work flows through each dept to allow the correct capture of data using the new CRM system.• Through the new system quotations are now produced over 90% quicker• New forecasting system designed and implemented, achieved 105% of new forecasted budget.• Implemented companywide a training programme using the governments training scheme (training for free to SME’s). • Increased sales revenue in the service side to the business by 15%, increased GP by a further 15% resulting in a 22% net profit gain.• Introduced new 48-hour service agreement, which no one in the industry can even compete with. We guarantee to be on site and diagnosed the problem with 48 hours. • Service record to date – all reportable breakdowns 99% on time on the new 48-hour service agreement. Currently 76% of all reportable breakdowns are visited within 24 hours and a run rate of 91% first time fix on site.

Milton Keynes, United Kingdom

Apex Linvar was founded almost 80 years ago, and works with many household name companies across most sectors of the economy. For the last 30 years Apex has been manufacturing their own design pallet racking and shelving systems at their 8-acre manufacturing facility based in Milton Keynes.Project BriefDue to Apex Linvar being acquired by the Whittan Group, The Whittan Group chose to close the Milton Keynes site and transfer this site into Telford, their main manufacturing site in the UK. My Brief was to take control of the whole operation of the business and deliver a plan to transfer all machinery to the Telford site, and gradually reduce head count by area until zero. Then place factory into a good sate of repair to enable the selloff.Major Achievements/Findings• I identified that no risk analysis had been completed prior the the closure of the MK site. What were the true risks to both companies and how these risks would be managed?• No room for further growth for the company if moved to Telford• Current powder coating paint line in Telford not capable of new workload and more importantly not enough room to expand this line.• Found high levels of inefficiency in both Telford and MK sites• Only one possible solution was to close the Telford site and Transfer to MK site• Presented a new plan to close the smaller satellite sites and move them into two large operational factories, these sites being Telford and MK thus creating three ‘Centres of Excellence’• The total cost of the project was £2.7M inclusive of redundancies, transfer of all machinery from Telford to MK, recruitment costs in MK and building dilapidations costs.• Project was delivered in full on time using 25% of the contingency cost based at £150K• Increased productivity by 300% through two auto welders by eliminating most of all the lost-time such better material handling.• Saved 350K on the annual spend on logistics through better planning and more efficient use of the lorries.

West Midlands

ST Plastics limited is a progressive market focused thermoplastic flat sheet extrusion company operating from a 12000sq-ft factory sited in the industrial belt of the West Midlands. Starting T/O from £0 - £2m within 18 months of being established.Primary Responsibilities• Redefine the Business Plan as it was weak, and targeting the wrong market sector• Project manage Installation of new Extrusion machine & commission• Bring in the right suppliers, and ascertain credit from start of trading• Target new customer market for additional throughput over and above existing contract/s• Satisfy current contract and improve wherever possible

Wellingborough

Belgrade Polymer Products (BPP) founded in 1976 are one of the premier trade vacuum thermoform formers in the UK. They are ISO 9001 accredited and operate from a 15,000 sq/ft facility in the heart of Northamptonshire. They supply products into the Aerospace, Automotive, Building, Defence, Food & Beverage, Horticultural, HVAC, Leisure, Media, Medical, Oil & Gas, Printing, Renewables, and Utilities sectors. Primary Responsibilities• Looking after all commercial interests for the manufacturing side of their business• Responsible for sales and increasing beyond budget• Responsible for increasing efficiencies throughout manufacturing• Responsible for all maintenance – planned & breakdowns• Responsible for all purchasing and cash flow forecastingMajor Achievements • Within the first few weeks install new management information systems to capture data• Use data captured to measure speed, availability & quality of machinery and staff• Stop all out going liabilities to the company, evaluate all before being signed off and released

Abu Dhabi

Mubadala Development Company (Owner of PF Emirates LLC) is a leading business development and investment company based in Abu Dhabi, UAE. At the core of its commercial strategy, Mubadala makes long-term capital intensive investments to deliver strong financial returns and economic diversification for the Emirate of Abu Dhabi. Mubadala's portfolio of international, regional and local investments covers many industry sectors, including aerospace, technology, energy, industry, healthcare, infrastructure, real estate, hospitality and services. PF Emirates is an investment which Mubadala felt will not only create long-term commercial value, but will also play a significant role in enhancing the interior design landscape of Abu DhabiPrimary Responsibilities• Looking after all commercial interests • Developing business plan in conjunction with the CEO• Responsible for all business services including P&L & Balance Sheet• Securing new Projects/Contracts within Abu Dhabi• Part of an integral team to build a new business from very early in its trading history Major Achievements• Successfully tendered, & won PF Emirates largest internal fit out contract in its trading history. • Contract Name: Ministry Of Foreign Affairs (MOFA) • Value of contract AED 108,000,000 including variations AED 210,000,000• Full responsibility of above project from pre-contract until final close out of all accounts.• Won tender to Etihad Airlines for the supply of leather seats for their new fleet of aeroplanes in First, Business & Economy class.

Middlesbrough

LMN was a small office furniture supplier established in 1973 offering its services nationally across the UK. I purchased LMN in 2004 with a specific strategy of diversifying the business into a well known office interior fit-out company. LMN grew into becoming the first choice supplier for Barclaycard nationally, and in Northern Ireland. Due to its success in Barclaycard LMN was invited to tender for all Barclays Bank refurbishments nationally. LMN also became a key member of the British Institute for Facilities Managers (BIFM) by presenting its focus on interiors, which allowed its success in tendering work in other home known brands such as Citi Financial and EDF Energy.Primary Responsibilities• Establish L.M.N. as a leading independent Office Interior company in U.K.• “Partner” with F.M.S. & Property Agents• Responsible for all aspects of the business including P&L & Balance Sheet• Securing National Contracts with major Blue Chip clients against international manufacturers.• Created a more efficient & effective product portfolio.Major Achievements• The company recognised as a contributor to B.I.F.M. (British Institute of Facilities Managers).• Barclays biggest spend ever in one financial year in LMN’s history - £1.2m.• Securing major Call Centre Projects between 100-1000 Staff.• “Year on Year” growth from £1m to £3.5m.• Reducing P&L spend to enhance profitability of company.

DW Windsor is a member of DW Group Holdings Ltd, which was Established in 1961. The Group also consists of a lighting maintenance company Weblight, which specialises in retail, commercial and FM sectors, predominantly within the interior lighting market. DW Windsor Ltd is a manufacturer of stylish lighting since 1976, which DW Windsor offers a wide range of exterior lighting, and urban furniture solutions in heritage and modern styles across the UK, Europe, Middle East and Asia.Primary Responsibilities9 month contract to complete following production issues: -• Reviewed all work methods & processes & improved discipline & working standards • Reduce £280,000 & 500 hours of overdue production• Installed systems & procedures to move the business away from a knowledge based companyMajor Achievements• Reduced all overdue production costs within one month• All workshop personnel working to new standards & disciplines• Improved quality of all outgoing products & quality all incoming goods from cast iron foundries• Reduced headcount by 23% showing annual saving of £55,000• Introduced an operations manual complete with all systems & procedures

Milton Keynes, United Kingdom

Aviation Metals now known as ThyssenKrupp Aerospace prided itself at being at the forefront in price, delivery and quality as being the most important requirements of aerospace material buyers. The development of new aircraft, and the consistent competitive pressure to provide lowest cost, and the highest quality in the shortest timescales, mean that these requirements have to be achieved in an increasingly complex environment. Aviation metals was dedicated to meeting those needs whether its customers have an immediate one-off requirement for a single piece of metal, or need to negotiate a long-term agreement covering multiple materials and processes.Primary Responsibilities• Ensuring that the production requirements of customers were fully reviewed & all necessary criteria was agreed prior to order acceptance• Goods Receiving & inspection of supplies including those covered under CAA requirements, In Process & Final Inspection activities• Maintenance of Lot Trace ability throughout the stores & production processes• Identification of status of all items throughout the stores & production processes• Maintenance of all plant & equipment• To raise the profile of Health & Safety at work• Install, maintain & improve performance measurements throughout operations Major Achievements• Introduced new KPI's throughout operations & made daily improvements• Making people accountable on a day to day basis for their own individual performance• Introduced new training & induction programme to raise the profile, stressing the importance of quality within the aerospace industry• Reduced absenteeism by more than 50%• Installed capacity planning• Reduced accidents within operations by more than 60% from previous year

Clay Cross Chesterfield

The Clay Cross Company last known as Biwater Industries which was founded in 1837 by George Stephenson the railway pioneers to produce coal, iron ore, iron and limestone. Many years later Biwater became a market leader in the centrifugally spun ductile iron pipe to the water and sewer pipe industry. They manufactured 5.5m long pipe to a maximum dia. of 700mm complemented with valves, fittings, couplings & adaptors. Biwater’s foundry supported the extension of the London Underground Jubilee Line for the cast iron tunnel segments. Biwater also supplied cast iron products to brands such as Caterpillar, JCB and Richard Branson’s new tilting train.Primary Responsibilities• Design & implementation of new Management Information Systems• Developing & maintaining a high performance manufacturing team producing Daily / Monthly Reports to the Operations Director• To work as a team with all Supervisors concerned if departmental performance was low to bring back in line with the current efficiency target• Reducing Scrap Levels within the Foundry side of the business Major Achievements• Design & installation of new information system called OEE (Overall Equipment Effectiveness) to give management the control of the equipment effectiveness by measuring Speed, Availability & Quality & in return allowing management to spend investment on facts rather than assumptions• £250,000 saving in a new major area by quantifying the opportunities in financial terms & leading the team through the phases of planning, solution build & implementation• Targeted Scrap reduction of 21.5% (£50,000) 12-15% (£35,000) achieved

Clay Cross Chesterfield

Primary Responsibilities• Key responsibility was the creation, development & implementation of a Management Control System with a targeted saving of £170,000 within the Fettling Department• Generate standard times of work for the area• Increase departmental performance by reducing labour & increasing efficiency Major Achievements• £240,000 saving achieved• Increased efficiency by 47%• Improvement on systems already in place by decreasing time required for data input• A further saving of £25,000 via a more efficient method of molten metal pour down

Degree, Business Administration And Management, General

Hnc, Business Studies

Onc, Metallurgical Technology/Technician