• Acquisition of three UK competitors - Advante, Carter Accommodation and Procomm Site Services, doubling the EBITDA of the UK business over two years, including the delivery of £3m of synergies• Rebranding of Elliott Group to Algeco, incorporating the acquired Carter and Procomm businesses• Implementation of Microsoft Dynamics 365 and purchase workflow system• UK finance team restructuring reducing headcount by 20%• Preparation and presentation of UK business strategic plan to potential investors resulting in the disposal of Modulaire Group to Brookfield for $5bn• Implementation of Sarbanes Oxley process controls following acquisition by Brookfield

• Promoted to Finance Director of a new division covering Europe and Middle East, sales revenue £400m• Integration of Lavendon and Loxam powered access entities in UK and France• Integration of newly acquired Italian entity• Acquisition and integration of UK Platforms Limited having succeeded in obtaining clearance from the Competition and Markets Authority• Negotiation of £120m revolving credit facility• Divisional finance team restructuring reducing headcount from 10 to 4

• Recruited as successor to group Chief Financial Officer, group acquired by Loxam in February 2017• Turnaround of under-performing UK division in H2, achieving stretched budget• Increased year on year sales by 10%• Reduced transport costs by 11%, changed transport pricing mechanism• Delivering 28% operating profit improvement• Developed customer profitability model based on cost to serve

• Negotiated commercial terms for new distributor contracts in China, M East totalling £5m• Rationalised the manufacturing footprint from 3 sites to 1• Delivered £3m improvement in operating profit• Worked with external advisers on disposal of the business to Hitachi High-Technologies

• Reported to the group CFO, managed six regional reports, responsible for manufacturing, procurement and supply chain operations globally• Led Finance support for the Operations function as part of the due diligence activities and integration of a US competitor $1bn acquisition• Acted as finance lead, prepared business cases and sat on steering group to rationalise the manufacturing footprint, reducing sites from 22 to 17 sites globally • Delivered 3% year on year net productivity improvements:o Held the Regional Operations Directors accountable for conversion cost performance at weekly KPIs meetings. Established counter measures to meet targetso Introduced flexible hours and the use of sub-contractors, transitioning to variable costso Developed a global cost by facility league table to determine lowest cost source of productiono Reviewed and challenged business cases to sign off capital investment projects o Established stretch targets through budget process to deliver required productivity• Supported VP Global Procurement:o Measured departmental performanceo Delivered annualised direct material savings of $30mo Standardised supplier payment terms to 60 days• Created and deployed indirect spend policies and engaged external partners including Schneider Electric to deliver $10m in indirect cost savings• Appointed as Finance lead on cross functional Kaizen events including:o Delivered ‘Make or buy’ analysis and subsequent selection of external vendors to outsource $10m of the PCB assembly processo Developed demand pull process reducing inventory by 25% • Led the P2P policy deployment work stream:o Increased 1st time pass yield from <70% to 92%o Reduced intercompany recharge invoices by 80%o Converted suppliers to EDI using the SAP Ariba platform• Led the transfer of the European operations financial accounting and transaction processing function to a shared service centre reducing headcount by 80%

Post acquisition by Colfax• Worked with Executive team on the transformation from a regional to functional structure. Established a reporting system for measuring functional performance on SAP BPC• Led the finance integration under the new US parent entity including:o Transitioned from IFRS to US GAAP reporting in SAP BPC and implemented SOXo Standardised reporting processes and introduced weekly as opposed to monthly reporting. o Implemented the Colfax core values and Business System (CBS) model whilst establishing KPIs Pre acquisition • Reported to the group CFO with four direct reports and direct responsibility for EMEA and Asia. Carried out all the global reporting into the parent group• Led the implementation of IBM Cognos Planning forecast system aligning sales, operational and financial planning over a 6-month period• Worked with the Global Executive team:o Appointed to the ‘Defence’ team protecting against an aggressive takeover bido Identified breakthrough projects to maximise Charter International shareholder value o Supported a ‘white knight’ deal with the Colfax Corporationo Aligned headcount in sales and operations to the reduced demand as a result of the economic downturn resulting in £30m of cost savings• Appointed as member of the ESAB Leadership Talent Group of top 50 global executives

• Reported to the group CFO with six direct reports, responsible for the fastest growing sales region • Supported in targeting new customers and new territories delivering annual sales growth of 20% and in negotiating pricing and commercial terms with major customers• Implemented pricing controls delivering 2% margin improvement• Led the implementation of a new ERP system, Movex within time plan and budget• Delivered a 10% reduction in overdue debts

• Led project to establish a shared service centre for the Nordic region which was a pilot for a total Europe SSC, delivering annual savings of €3m

• Transfer of production to low cost regions delivering 15% productivity improvement

• Delivered a turnaround in operating results from a £2m loss to £1m profit within 18 months