Key Role as Director of BTCC included- Primary responsibility to deliver Engineering of Emira V6 (base), i4 derivative and Lotus Evija and meet all gateway requirements, address all issues management and deliver key programme metrics.- Delivery of all projects from pre-programme, concept development, verification prototypes (releases, procurement, build support and DVP). Then finalise engineering, navigate FDJ and support J1+90, Launch activities into SOP.- Managed a core team of 120 Engineers at peak plus support from ESP / supply chain & commodity ownership of c.60% of the vehicle BoM content for both vehicles- Responsible of the departmental budget of c.£15m and project recovery targets of 75% and delivery of new programmes (Lotus Osprey & Alpine A110 EV) to P-PSI (Pre – Programme Strategic Intent)- Support Lotus Engineering (3rd Party work) with engineering support, customer meetings, proposal generation etc.- Resource capability map with development paths for high potential staff and substitution plans for high risk roles.- Provide technical support to future programmes to ensure robust technical solution balanced to commercial targets- Responsible for TVM activities and achieving a BoM Cost reduction target of £250 per Emira

Key Role as CE of Body Complete included- Primary responsibility to deliver Engineering content relating to Body Complete of Emira V6 (base), i4 derivative and Lotus Evija and meet all gateway requirements, address all issues management and deliver key programme metrics.- Delivery of all projects from pre-programme, concept development, verification prototypes (releases, procurement, build support and DVP). Then finalise engineering, navigate FDJ and support J1+90, Launch activities into SOP.- Managed a core team of 35 Engineers at peak plus support from ESP / supply chain & commodity ownership of c.15% of the vehicle BoM content for both vehicles- Support Lotus Engineering (3rd Party work) with engineering support, customer meetings, proposal generation etc.- Resource capability map with development paths for high potential staff and substitution plans for high risk roles.- Provide technical support to future programmes to ensure robust technical solution balanced to commercial targets

As General Manager, I was accountable for the ARRK UK Engineering business unit P&L which included all operational aspects, Engineering delivery and financial reporting into ARRK GmbH and Japan. The BU had a turnover of c.£3m and a team of 30 at its peak prior to the pandemic. The business was on plan to meet 2021 budget at the time the ARRK Corporation decided to pull out of the UK Market due to the impact from Brexit and COVID 19.Some of my achievements include:- Oversee the delivery into existing customers and developed new accounts through business development activities.- Changed the structure and culture of the team from functional management to customer / project focused- Exceeded 2020 budget a period which included 3 office moves in the height of the pandemic & secured internal investment for new facilities. This included a new office and workshop including creation of business plans, lease discussions, design of office layout and dilapidation corrective action or previous site. All delivered on cost and on time whilst managing the Engineering business in parallel- Introduced dashboards to improve focus on real time KPI’s, project delivery and profitability- Improved the presence of UKE in the UK Market by reaching into new customers with opportunities higher in both commercial and strategic value and supported all commercial activity. - Improved engagement of UKE in ARRK Europe Ltd (AEL), resulting in being the only GM invited to join ARRK European Board- Played a significant role in European strategy discussions and integration of services within the group- Oversaw Quality Accreditation activities and renewal of ISO 14001 & ISO 9001 certification

I was brought into Premier Group to start a new product development function within the business. I created a strategy paper to outline the Premier Group core engineering capabilities, identified and established some key strategic partnerships, wrote a new company presentation and target customer plan. In parallel I supported sales activities and created opportunities with new and existing customers in excess of £20m. I implemented QMS procedures in preparation for IATF16949 and ISO9001 accreditation and introduced project forecasting and tools to manage the cost of sales, improve delivery and invoicing.

I was soon promoted to Chief Engineer at Penso where my responsibilities included the Structures Team, a Composites Team and the CAE Team. In total my team included over 70 engineers based in 5 locations including an offshore team in India and various customer sites. I was responsible for the delivery of the BIW and Closures content for 9 major vehicle programmes with 4 major customers. This included 3 facelifts, 2 LWB variants, 3 new concepts to and 1 complete BIW from pre-programme to FDJ. I was also responsible for the technical delivery of an interior structure of a Light Armoured Vehicle, a taxi conversion, and many smaller engineering projects. I successfully structured the team to optimise the alignment of skill sets against programme requirements, ran regular design reviews to promote cross-project interactions to drive up engineering quality. I was able to put my experience of Indian culture to good effect to improve the effectiveness and value of my offshore team, successfully navigating many projects through gateway reviews. I also supported the quotation process of several new business opportunities.

I was originally brought into Penso to lead a team of Engineers to deliver the Body Structures, Closures and Closures Hardware content for Jaguar iPACE (x590). The team included Engineers based in the customer facility, a satellite office in the UK and India. The project remained a part of my remit in my new role as Chief Engineer

As Senior Module Leader I was responsible for the delivery of the Body Structure, Closures, Closures Hardware and Exterior Trim systems principally for Tata Vehicle programme called X451. I support the project from Clay Feasibility through to Prototype Release.- Managed 5 Module Leaders and had overall responsibility ensuring programme deliverables were met- Directly supported BIW for Verification Prototype BIW assembly at a Korean Prototype supplier - Successfully passed through all of the Gateways on all Programmes I was responsible for- Created a status reporting Scorecard to report key programme metrics to the business (TMETC & TML)

TMETC was in a growth phase and the role of the PE's was to build key relationships within the organisation in India and to grow the technical reputation of TMETC in all functional areas. This involved many trips to India developing technical and personal relationships and winning over the trust of the team in India. Developing a cultural appreciation was as important skill to develop and once a network was established we would identify areas where we could add value to TATA Projects. As PE's we identify the opportunity, create commercial proposals & obtain budget approval then delivery the project and get technical Sign Off for the commercial team to invoice. I identified and deliver technical projects and generated c.£2m of revenue TMETC and many projects which improved current and new products including: - Presented department and engineering capabilities to the Indian Automotive press including The Times of India, Overdrive and Autocar India - Supported TATA Nano Engineering programme achieving BoM Cost Targets - Developed a new ‘hybrid’ door concept and sealing system with demonstrator vehicle for validation- Improved the design of the sealing pack on Tata Safari delivering significant performance improvements- Quality improvements to a brazed bodyside outer joint through process and design improvements and implementation of improvements in an Indian Tier 1 to TML- Development and implementation of panel denting & stiffness test procedures into TML

FTC to deliver a workstream as a part of the Premium Automotive Research Development (PARD) Metals Forming Optimisation project to characterise the forming performance of next generation of Advanced High Strength Steels and Aluminium alloys for BIW applications. The results, design guidelines and tooling design requirements were disseminated into JLR and its suppliers.• Negotiate project engagement with suppliers to ensure the project met partner requirements. • Manage / run press shop trials and perform analysis of materials & panels produced.• I was responsible for the project timing and one project engineer.• Dissemination of project outputs to all project partners and track and report status of project deliverables.

I joined Mayflower Vehicle Systems as one of 3 successful Graduates from a pool of 250 applicants. When I completed the Graduate programme, I worked in the Materials & Technology Development department and later promoted to be the Materials and Technology Development Manager. My Key Roles and sucesses included:- Responsibility for two engineers and the department budget. Successes included:- Supported vehicle programmes including 2006 Ford GT, JLR Discovery (MkII & III), AML Vanquish (MkI), MGF & TF- Improvement of the effectiveness and visibility of the department within the global Corporation. - Improved the level at which new technology was incorporated into new business quotations.- Ensured department activities reflected and influenced the company’s strategy. - Increased availability of technical information through presentations and department database.- Acted as key POC for the ELV Directive and became co-founder and regular speaker at the DTI funded UK ELV SWG (End of Life Suppliers Working Group). This was a forum designed to help the automotive industry prepare for new ELV legislation. In total, I presented to approximately 1000 delegates over 5 events- Co author on 4 Technical papers and presented at 3 International conferencesAs a graduate and then as an Engineer I worked alongside the Materials Development Manager to provided a technical consultancy for the business including cost down activities, introducing process validation tools and conducting new technology research on new materials, forming and joining techniques.