C&G technology for the water industry

Not-for-profit charity addressing the digital divide in the UK and internationally

NiTech Solutions is one of the world’s leading authorities on the use of continuous baffled reactor and crystallisation technology. Its revolutionary clean technology is replacing inefficient stirred tank reactors and changing the way in which chemicals and pharmaceuticals are being developed and manufactured.

General management responsibility, with line function leadership of technology function, finance, legal & contracts and office functions. Management and practitioner within account management activities and contract execution. Reporting to CEO and direct input to board. Support to CEO in strategy development and strategic customer relationships.

Business & strategy development role in pre-commercialisation start-up company. Main activity was to drive commercialisation of CelluComps novel nano-fibre technology in paints & coating, O&G and other industries. As part of a small team there was a requirement to be involved in all aspects of the company’s activities, from operations & product development to strategy and business development. Additional activities included support to the CEO for an on-going funding round.

Moved to Singapore to join AP management team, reporting to Asia President. Responsible for team of 30+ involved in strategy development, business intelligence & marketing functions, technology development & transfer between Europe and Asia, key account management and major business development projects in Asia Pacific region.

New CEO appointed who introduced revised organisation involving site/regional set-up for operations and regional organisation for business support. Joined this new organisational set-up with European wide responsibility for the Automotive & Engineering application area.• Development and implementation of European strategy for Automotive & Engineering business line, rationalising product range while increasing effectiveness of customer support activities.• Initiated and drove major business development activities, including between EU and AP regions.• Re-aligned product development and technical service activities to support new strategy.• Stopped poorly performing business lines and re-deployed resources to focus areas.

Dynea organisational structure was changed following acquisition of Perstorp in 2001. Operations and business functions were separated. Role was therefore changed to head the business function in the UK for the combined entity.

Good performance in UK MD position led to appointment as MD of Ireland business in addition to UK responsibilities.

Appointed MD after just 12 months as Operations Manager. Took responsibility for all aspects of UK business. Initiated a business process re-engineering project to completely redesign business processes & organisation to better align with customer needs.

Joined Dynea after completing MBA. Was responsible for all aspects of daily production activities, including raw material purchasing. Operations team consisted of 50 staff including shift staff, engineering and supporting activities such as QC. Managed output of 50kt of resin products and formaldehyde. Initiated major investments to upgrade plant infrastructure. This in turn led to dramatic improvements in productivity, output capacity and quality. Subsequently reduced headcount to less than 30, while continuing to increase output, improve efficiency and stabilise quality.

Technology development - chemicals & resinsBuild, comission & operate formaldehyde plantGeneral Management in absence of GM

Powder coatings product development