Providing business coaching and advisory services in the field of industrial servitisation.

Providing advisory services and business consulting in the field of Servitisation.

Proving advisory and consultancy services to the Advanced Services Group at Aston University - the World’s primary research centre focused exclusively on the adoption of servitization and outcome based business models.

Designing the strategy to move to an “as a service” business model across Rolls-Royce’s markets.Developing and commercialising core services capabilities as independent digital platform businessesIdentifying and exploiting new “as a service” business initiatives to expand our revenue, customer base and competitive position in each of our target marketsDefining Services as a key contributor to our sustainability strategy

Responsible for the design and implementation of the Service strategy for our global Civil Aviation business covering development of our service portfolio (including TotalCare), the strategy for our service supply chain and our operational structure to drive responsiveness and service delivery excellence. Accountable for leading all cross-Project transformation initiatives including our globalisation and efficiency agendas

Project Director for our largest product in terms of production volume and in-service fleet.Leading Rolls-Royce’s Trent 700 and Trent 500 businesses supplying and servicing engines for the Airbus A330 and A340 aircraft with over 1,500 engines in service and over 50 customers around the world. The Trent 700 is Rolls-Royce’s largest in-service fleet and highest production volume engine. We have achieved on-time delivery for over 36 consecutive months through intense focus on emerging… Show more Project Director for our largest product in terms of production volume and in-service fleet.Leading Rolls-Royce’s Trent 700 and Trent 500 businesses supplying and servicing engines for the Airbus A330 and A340 aircraft with over 1,500 engines in service and over 50 customers around the world. The Trent 700 is Rolls-Royce’s largest in-service fleet and highest production volume engine. We have achieved on-time delivery for over 36 consecutive months through intense focus on emerging issues and rapid response to production issues. This has been achieved while increasing inventory turns by 25% and reducing production lead times by 15%. We have improved “time to get a fix” by 40% by introducing strong program management discipline and short interval control and, by driving customer issues and a culture of customer responsiveness, we improved engine reliability by 25% Show less

Defined and implemented our service data strategy including the launch of the Services Data Centre as the single point accountability for the supply and quality of data into Services

Chairman of N3EOS, an aircraft engine services company, from 2015-2019during which period we increased revenue from $680m to $1.1bn and profit before tax from $13m to $23m through judicious investment in capacity and cost control. I oversaw succession planning for both the CEO and FD roles to upskill operational and financial capability to achieve this goal.• Non-exec director of 4 aviation services companies with combined annual revenue of $4bn, and with locations in Germany… Show more Chairman of N3EOS, an aircraft engine services company, from 2015-2019during which period we increased revenue from $680m to $1.1bn and profit before tax from $13m to $23m through judicious investment in capacity and cost control. I oversaw succession planning for both the CEO and FD roles to upskill operational and financial capability to achieve this goal.• Non-exec director of 4 aviation services companies with combined annual revenue of $4bn, and with locations in Germany, Singapore, Hong Kong and New Zealand Show less

Led the formation and growth of the Asset Optimisation business of DS&S growing from $6m revenue in 1999 to $30m in 2004 and from a loss making business in the first year to $3.5m profit in 2004. Created the business by merging and reorganizing three former business units into one integrated business with a common vision and strategy and a new organizational model designed to execute the strategy. Exceeded profit target each year despite significant project issues and… Show more Led the formation and growth of the Asset Optimisation business of DS&S growing from $6m revenue in 1999 to $30m in 2004 and from a loss making business in the first year to $3.5m profit in 2004. Created the business by merging and reorganizing three former business units into one integrated business with a common vision and strategy and a new organizational model designed to execute the strategy. Exceeded profit target each year despite significant project issues and management/staff turnover.Released the first version of our predictive product platform bringing together equipment health monitoring, reliability engineering, regulatory compliance and maintenance management in one integrated decision support system. Implemented an original consulting model to enhance the front end of our sales process. This model is specifically designed to identify opportunities to create value from in-service data and pull through our information services. Show less

Responsible for developing contracts, managing proposals and all customer negotiations for our Corporate and Regional business based in Indianapolis, with particular focus on the successful launch of the AE3007 engine on the Embrear ERJ145 and the agreement to TotalCare type contracts on the majority of this fleet.

Secured several business disposals including the largest for the Rolls-Royce Group at that time at £23m. Managed the sale of industrial business unit for total cash value of £22m. Managed the closure of manufacturing facility in Australia resulting in annual savings of £7m for the Group

Closed RRPF’s first aircraft financing deal using tax leveraged lease and asset value guaranteesAdvised/managed a bid for the privatization of an Asian AirlineCompleted the company’s first engine leases with a total value of $15m