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Managing Director/General Manager

Work Experience

May 2001 to Present Interim Head of Operations Unilever (Port Sunlight)

Unilever operate a Research and Development facility at Port Sunlight which supports the Home and Personal Care market
sector and employs 1300 people. The Operations Group provides a support function for the scientific programme by
maintaining the site and providing a range of facilities. The role is to lead the Operations Management Team through a
restructuring programme which will achieve: -

· A 10% reduction in cost of operation.
· A review of services and how the services are provided.
· An Operations management structure with 4 reporting levels (Currently 6).
· Processes and procedures which deliver a self managing Operations Group.
· A culture which encourages maximum input from all employees.

The assignment is planned to finish at the end of April 2002 after the restructuring is complete and the target benefits are in
place.

Mid 2000 to Jan 2001 Interim Managing Director TGA Industrial (Midlands)

TGA is a multi-site engineering company with 400 employees and a turnover of £21 million supplying components and
assemblies to the automotive, mining and agriculture sectors. The role was an interim assignment to restructure 4 separate
businesses into a multi-site company. The assignment involved the formation of central finance, treasury and sales functions
and the development of the sites into manufacturing profit centres. The primary achievements in the 5-month assignmen
t were developing a co-ordinated approach to sales and marketing, significant overhead reduction from the centralised
support functions and the development of a culture of teamwork between the 4 manufacturing sites.
The new organisation is set to make a PBIT of £1.9 million on sales of £20 million in 2001 compared to a break-even
position in 2000.

1990 to Mid 2000 Operations Director Dennis Eagle (Warwick)

Dennis Eagle is a £60 million turnover business which manufactures Refuse Collection Vehicles and employs 450 people.
The Operation Director role covers Manufacturing, Purchasing, Logistics, Manufacturing Engineering and Business Planning
through a team of 3 Business Unit Managers and 250 other employees.

Responsibilities

· Development of medium to long term Operations strategy.
· Development of a World Class supply chain.
· Achievement of output to customer expectation and within cost targets.
· Rapid introduction of new products using multi-disciplinary projects teams.
· Employee development. Industrial relations with a unionised workforce of 200. Development and continual improvement of
an empowered, team based structure.
· Continual research into best practice methods and the implementation of best practice into the business context. The
maintenance of a culture which welcomes change.

1986 - 90 Quality Director Duple Coachbuilders (Blackpool)

Board appointment in Coach manufacture sector. Responsible for development and implementation of quality improvement
strategy. Achieved 50% reduction in warranty cost (£250k).

1983 - 86 Director of Quality Hubco Forgings (South Africa)

Board appointment in the Automotive-forging sector. Responsible for development and implementation of quality
improvement strategy. Achieved quality approval to supply major car companies including Mercedes, BMW and Ford.

Education

QUALIFICATIONS

1975 HNC Applied Physics.

1994 BTEC in Management Studies

Skills

An experienced Director/General Manager with a successful track record of introducing efficient processes into a wide
variety of businesses. A strategic thinker with excellent financial understanding.

A team player with a hands on approach through high visibility, well developed problem solving skills and the development
of people at all levels. Able to initiate rapid change through creative thinking, excellent communication skills, team building
and strong leadership.

Languages

English

Other

KEY ACHIEVEMENTS

TGA Industrial

· Complete business review.
· Gross margin analysis completed. Action taken to address under-performing products, clients and sectors.
· Overheads reduced by £500k.
· Sales and marketing strategy changed from supplying products to offering solutions. Growth strategy introduced based
on supplying engineering solutions to niche market sectors.
· Recruitment for key positions completed.
· Integration of 4 separate businesses into a single multi-site company resulting in an improvement in PBIT from breakeven
to £1.9 million on turnover of £20 million.

Dennis Eagle

· Complete redesign of factory layout and introduction of modern business techniques including, flow line manufacture,
JIT/Kanban, supply chain improvement and the elimination of process buffers.
· 10% (£3.2 Million) reduction in material cost through a combination of improved purchasing techniques and raising the
profile of purchasing within the business.
· 25% reduction in direct build hours through the introduction of lean manufacturing techniques.
· 50% (£3.5 million) reduction in stock through the reduction of buffers in the build process and a significant reduction of
central stores stock.
· 20% overhead reduction as a result of direct and indirect labour improvements.

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