OdiliaClark is a Human Resources Management company offering services which protect organisations from the impact of impaired staff. Services include Home Office approved drugs and alcohol testing, independent outsourced laboratory work, drugs and alcohol policy management, business HR support and independent counselling for substance addiction. Our services are customised to support each client’s operational demands and are designed specifically to ensure minimal impact on day-to-day operations. We are uniquely positioned in the market as the only HR focused Channel Partner for Dräger UK. As Europe’s largest impairment equipment manufacturer, Dräger is an international leader in the field of medical and safety technology supplying over 80% of UK police forces with Home Office approved impairment testing equipment. Testing equipment provided by Dräger, and used by OdiliaClark, is the only Home Office approved digital oral fluid drugs testing machine in the UK.07595526379David.whiffin@odiliaclark.com

The Midlands Aerospace Alliance was formed in 2003 to support and represent the aerospace industry across the Midlands region.The MAA currently has 300+ members 60% of members make "flying parts," 40% make equipment for design, testing, manufacturing or provide specialist services.

G&P is a quality business founded from 25 years in the Automotive industry, we are a services orientated business delivering Reputation Protection. We achieve this through the application of tools and techniques in G&P’s 2016 Queens Award for Enterprise: Innovation, winning Quality Excellence Model. The model offers a blueprint for client engagement with a clear route of escalation, designed to target and eradicate the root cause of manufacturing problems. David’s role is to take the award-winning model into the Aerospace industry, working with OEMs and supply chains to develop the model according to their business need. Working with our clients to Protect the business, Define the issues and Implement the solutions.• Responsible for the profitability, development and growth of the G&P Aerospace business ensuring that margins are met, budget achieved and profitable business fulfilled• Strategy development for G&P Aerospace, where and how G&P’s new Aerospace venture is heading, ensuring the strategy fits with the company’s top-level strategy and aim • Development of the G&P Aerospace service offering, incorporating G&P’s core Automotive competencies into an Aerospace-relevant offering • Forming a high performing team with the right people in the right place with a collaborative open culture• Acting as an ambassador for quality and changing quality practices within the Aero-industry. Supporting clients and their supply chain to deliver on-time, in-full, to cost with zero PPM defects and, most importantly, correctly labelled • Working with the company management team to guide and advise on the challenges facing the Aerospace industry• Winning new business, engaging with key industry stakeholders at OEM and Tier 1-2 level to explain how our models work and make a positive impact on their business

Joining the G&P business with the intention of taking on and developing the Aerospace Division. I spent Six months spent understanding the Automotive side of the G&P business. Learning the application of the Queens Award Winning (2016) Quality Excellence Model and understanding how to deliver these services into an Aerospace client.

• Responsible for the profitability, development and growth of the Altran aerospace business across the Midlands and North of the UK, primary focus is the Rolls-Royce account• Responsible for profit and loss on the account, ensuring that margins are met, budget achieved and profitable business fulfilled• Business development with the primary account and other UK based aerospace businesses• Oversight on recruitment, ensuring appropriate levels of governance are in place with Altran consultants• Leadership of business, delivery and technical teams, ensuring timely delivery to contracted quality and cost • Development of three and five year strategy incorporating a lobbying plan for strategic business units within the Rolls-Royce business• Acting as an ambassador for Altran Aerospace engaging with the Midlands Aerospace Alliance, Marketing Derby engaging wit new prospects and opportunities.• Future and succession planning within the business and through The University of Derby, looking to develop new talent out of the university

• Leadership of multifunctional project team from initial Root Cause Analysis and scoping to the development and delivery of the Rolls Royce (RR) response to event QF32 (Airbus A380 uncontained engine failure) for Trent 800 and Trent 500 engines .• High profile, accelerated safety critical programme – programme cost £12 Million (each engine type), cost of repeated event +£250Million• Liaise with customer and aviation authorities for schedule and certification requirements • Commercial management of project and liaison with customers Boeing (including an additional 3 Month Contract to supporting supplier arbitration issue)• Leadership of a Trent 800, component supplier, contractual issue effecting all Trent 800 engines• Encompassing design and commercial management in seeking resolution• Resolution not reached due to stalemate position between companies

• Delivery of Airbus A380 Door Part Production Programme - £100Million over 5 years.• Leadership and management of large scale, multisite, multinational programme delivered into a coordinating Integrated logistics Centre. Key in driving a ‘one team’ ethos and culture change into a business that had previously operated as an individual set of ‘silo’ businesses, this was paramount in bringing successful programme coordination and implementation. • Development and introduction into Gardner of a gated NPI process for the introduction of the door work package from Eurocopter Germany into the Gardner Group of companies. • Coordination of project managers located at the company manufacturing sites in the UK and Poland with two major suppliers in Germany.• Closure and consolidation of work packages, into specifically designed centres of excellence featuring low cost sourcing options.• Supply chain definition, negotiation, qualification and implementation with strategic sourcing team for a number of suppliers throughout Europe. • Implement and Manage full GRAMS (General Requirements for Aerostructure & Material Suppliers) (Airbus Project Management System) in to the Gardner A380 Door Programme.

• Implementation and Management of a contract (IBES) within MoD aviation to use civilian resources to act as augmentation to military resources (Contract Value £3M). • Point of contact into AgustaWestland for the MoD customer regarding the IBES contract.• Project management (engineering component) of a project for the MoD to increase the scope of the IOS programme, applying continuous improvement methodologies to reduce operating cost of flying operations for rotary aircraft (Project Value £750K(six month project)). • Performance Measurement and Management of the IOS (Integrated Operational Support) contract, a £500M contract for AgustaWestland.• Project Management of the M – TADS UK Reliability refresh programme with Lockheed Martin (America).• Project Management of the W2 Harness Modification (Aircraft Avionics System) in conjunction with Longbow international (a JV between Northrop Grumman and Lockheed Martin).• Project Lead (Wattisham Site) for the Closure of the Lockheed Martin Service Centre at Wattisham, (responsible for R&O activities on aircraft avionic systems) and the liaison for future asset repair to be provisioned in the US.

Development of a capacity and planning methodology underpinned by analysis and documenting of standard work for off aircraft bays. Enablement of business growth through realising spare capacity and effective improvements in-line with corporate Key Performance Indicators. • Implementation of recovery process for pitch change links and scissor links through R&O activities, approximate savings of in excess of £700K per year. • Identified savings of £500K+ per year on composite panel repairable assets and implemented process to capture savings.• Reduction of turnaround time for the repair of a main rotor head from a minimum of 110 days to 28 days with a cost saving of £90K per rotor head benefiting delivery and cost reduction. • Applied engineering knowledge and principles to lead and manage feasibility studies identifying areas for growth and development for Depth level repair on aircraft assets

• Focal point for customers and the management and administration of contracts for Roissy International.• Setup a new line station at Munich airport. Liaising with the client (Germania airlines) determining requirements and adapting the solution for operational needs.• Project management of a Europe Wide AOG response team for the Germania. • Maintaining a solid relationship with TNT airways in Liege. Working alongside the TNT line maintenance manager to implement new solutions. During the year at Roissy I doubled the number of engineers assisting TNT- more than doubling the turnover to 1.5M.• Major role in winning new business with airlines such as Alitalia Servizi and Aircalin.

Line and Base Maintenance activities on;• Working on the line in Germany (Frankfurt and Munich) on Airbus A340/330 and B747-1st Aug 2006 –April 2007.- Thompson fly based at Luton airport 15th may – 5th June 2006 (B757 Depth Maintenance).- BASCO, Bournemouth, A300 and B737 Depth Maintenance on two occasions (Jan 4th – Jan 25th & July 16th – Aug 12th) working on Boeing and Airbus.- KLM, (Jan 28th – May 16th 2005, Sept 16th 2005–may 29th 2006, June 7th 2006 – July 20th 2006) Fokker 100/ 50 Depth Maintenance, Bae 146 Depth maintenance / new customer spec and 737 Depth Maintenance . Ad-hoc work for DHL in Brussels.• Managerial administration of a company, locating employment,

Corporal, Aircraft Technician Class 2• Maintenance of the Army fleet of Lynx and Gazelle Helicopters including an operational tour of Basra, Iraq.