Leading successful engagement for Corporate Transformation Services (CTS) team based in London supporting international Industrial Products company in USA ($15.6Bn Revenue). Direct hands-on leadership of operational workstreams, Lean Six Sigma training, Kaizen workshops and weekly client feedback
• Assessment of Press Shop with 21 industrial presses and Assembly operations across 4 assembly lines
• Creation of SIPOC (suppliers, inputs, process, outputs, and customers) for each value stream
• Saving of $1.3M (annualised) delivered through operational improvements within $140M revenue business with additional identified savings of $15M (annualised)
• Kaizen workshops created and delivered using Lean Six Sigma approach particular focus within Press Shop

Responsible and accountable to Global PMO Director for piloting improved project management processes including specific cross-functional early management of CAPEX projects ($100M+) within a capital-intensive industry. Workshops and support within each regional business unit supporting regional Vice-Presidents, central technology experts and engineers, and local factory teams
• Aligned existing theoretical project management approach with practical approach to demonstrate savings in time, costs, resources, and project quality across life cycle costs
• Introduced Lean design processes for feasibility and front-end engineering design phases
• Facilitated operational readiness activities for projects entering execution and commissioning phases

International conglomerate (£14Bn) acquired European businesses, legacy of independent operations reduced growth and profitability opportunities. Responsible and accountable to MD for integration of businesses. Delivered functional restructuring to support global sales strategy and operational improvements
• Operating Model current state and future state agreed with Executive Board and stakeholders
• Process mapping of current state for all functional activities used for integration workshops
• Existing budgetary requirements delivered including new product introduction and capital projects
• Future state organisation, functional processes and culture change delivered against agreed plans

Chemical & Plastics Business - £50M Revenue - UK, China & USA Responsible and accountable to MD for restructuring operations to release additional manufacturing capacity, improve managing customer service issues and support new product introduction to enable sales growth
• Introduction of Sales & Operations Planning (S&OP) to improve customer service through improved demand planning and production scheduling. Commercial alignment on pricing, lead times and logistics
• Value creation plan to cross-skill workforce and reduce machinery breakdowns implemented
• Existing budgetary requirements managed including installing capital projects whilst Covid Secure

Leading successful engagements for Private Equity Performance Improvement (PEPI) team based in London. Managing delivery for a variety of Managing Directors (Partners) within practice, hands-on leadership of operational workstreams including weekly client feedback
Selected programmes from work at A&M:
• Due-diligence support during M&A process with PE clients, creating and assessing value improvement
• Post-acquisition support for Metal Recycling company (£50M Revenue) with multiple sites across UK including delivering change strategy for business process systems including Customer Portal & ERP
• Post-acquisition interim management to Industrial company during operational restructuring
• Delivered liquidity & margin improvement through 'Rapid Results' diagnostic & execution
• Sell-side support for European transformation of Soup Manufacturer (€400M Revenue). Delivered €2M per year sustainable savings through operational efficiency and departmental restructuring

Niche management consultant, leading international teams for clients, directly and via associate consultants. Alignment of improvement and cultural approaches to ensure clear communication of work requirements and maintenance of client relationships. Excellent programme management and change management approaches, proven through delivery of results across UK, Europe, North America, Asia and South Africa
• Created & delivered Global Business Improvement framework for Pladis Global (£3.5Bn Revenue) saving over £30M per year via the related supply chains. Started within UK & French factories, approach for business improvement was rolled out to further 18 factories (6 UK, 4 European, 3 US & 5 Asian). Efficiency improvements of >20% per year and waste reductions of >10% continuing, with legacy of sustaining savings
• Business Improvement framework deployed into Sales & Operational Planning, HR, R&D & Finance

KCTS is a niche lean consultancy based in UK, working with blue chip clients to reduce costs and improve performance focused upon manufacturing companies. After joining as a consultant in 2006, promoted to Operations Director in 2012. Recruited, trained, and coached associate consultant teams working across multiple sectors across the globe. Team grown to 10 direct reports plus regional associate consultants. Hands-on delivery continued as Operations Director plus maintaining client relationships, business development and ensuring consistent KCTS approach for improvement Selected customers from work at KCTS:
• Saint-Gobain, Burton’s Biscuits, Cloetta, Dairy Crest, Vion Foods (now Karro), CSM, Jaguar Land Rover, Bentley Motors, Sogefi filters, Promens, AkzoNobel, Unilever, Nutricia, Wyeth (now Pfizer), Seven Seas, UPM, REC, Ardagh, Rolls-Royce, Airbus

Leadership roles) Diageo, Runcorn, UK Turnaround of Guinness Bottling & Canning Factory after loss of large contract threatened profitability. Part of senior leadership team, built board level support for restructuring of operations, worked within flexible role to improve change management. Budget and team varied over transformation with a peak of over 40 direct reports as part of planned changes
• Future of factory secured through redefining labour standards to integrate bottling and canning roles
• Senior team pitches and won internal bid to relocate kegging operations from London to Runcorn improving the overhead position across a larger sales revenue
• OEE improvement of 50pct (30% - 45%) and waste to landfill reduction of 57pct (7% - 3%)

Led integration of improvement functions within European Homecare and Personal Care Divisions to ensure
alignment of expectations, approach and to improve the use of data to drive decisions
• Introduced loss recording system & standardised improvement tools across 23 diverse factories
• Utilised maintenance data to improve new product launches across Europe (Germany, Netherlands, Romania,
Norway, Spain, Italy, Portugal & UK)

Quaker Oats (prior to Pepsico purchase)
Rapid promotion at Diageo gave opportunity to join a senior leadership team at food factory early within
manufacturing career. While accountable for maintenance budget of £2M and annual capital budget of £1M, plus
a team of 12 engineers, it became clear that the parent company, prior to purchase by PepsiCo, large investment
or revised maintenance budgets were required to reach expected performance levels
• First “Oatso Simple” line was successfully installed and commissioned