CV

2000 -CURRENT EXPERIENCE AND INNOVATION LTD - DIRECTOR
· Launch of Limited Company providing consultancy services.
· Contract at Dunlop Aerospace Ice Protection & Composites, now Meggitt Thermal Systems (MTS) as:
EFACS Implementation Manager (Jan 2005 – Aug 2006)
· Managed the implementation project to migrate from the current SAP ERP system (provided by a sister company Dunlop Aerospace Braking Systems, DABS) to the latest version of the EFACS ERP system; this was in conjunction with three other companies in the group who were upgrading from earlier bespoke versions of EFACS to the latest. The new EFACS system to be run on a large Blade Server at one of these sites.
· Set up an Implementation Team and worked closely with EFACS consultants, DABS technical staff and users to run the proven implementation approach of Training, Workshops and Pilot. A number of delays due to resources being switched to the main EFACS site to work on various problems culminated in a group decision to postpone the EFACS implementations at the three other sites until these difficulties were resolved. This was three weeks before the planned Pilot was due to start at MTS.
· Took on the role of IT Manager to cope with the requirement to segregate the shared IT resources between MTS and DABS. Set up a new Computer Room from scratch using both internal and external resources and arranged for an external support contract.

· Contract at WESTLAND HELICOPTERS LTD as:
Supply Chain Consultant (Nov 2002 – Dec 2004)
· Member of Supply Chain Engineering Dept, working with suppliers achieving improvements in lead-times, schedule adherence and quality.
· Part of Supply Chain Improvement Team, working in WHL’s major supplier, GKN Aerospace Structures, Yeovil (GASSY), as part of their ‘Lean Implementation Team’ in the order intake area.
· Achieved major improvements to sales order response times (30 days to less than 4 days) and equally significant reductions in RFQ response times (often several weeks to less than 5 days).
· Set up previously non-existent metrics to record sales order and RFQ response times from Baan data extracts
· Set up new scheduling system for Engineering Planning, including new metrics which resulted in eliminating backlog and achieving KPI of 2 weeks turnaround
· Instigated project to improve capacity planning at GASSY, resulting in backlog reduction.
· Part of WHL ‘think-tank’ team introducing new spares business strategy.

· Contract at DEFENCE AVIATION REPAIR AGENCY (DARA) during the transition to ‘Trading Fund Status’, and migration to BaaN ERP. 2 roles as:
Procurement Logistics Manager (April 2001 – June 2001)
· Developed innovative approach to deriving spares requirements by including ‘emergent work’ items in generic bills of material and ensuring appropriate demands were fed into the MRP system.
· Major role working with the various Aircraft Business Units and other DARA Sites to derive spares requirement forecasts. This was a previously unknown function, and is playing a vital role in the development of the DARA business to a ‘Spares Inclusive’ contracts basis.
Interim Logistics Manager (June 2000 – March 2001)
· Supported the Aircraft Business Units in establishing and developing their Interim MRP systems. This was a significant part of a major change to the existing working culture which was very reactive, but which needed to be proactive.
· Set up and ran forum for ABU planning managers. This enabled the sharing of both problems and solutions and speeded up the implementation of the Interim MRP System.
· Managed the ‘Risk Register’ for the implementation of the Interim MRP System. Delays and problems were highlighted, assessed and action taken where appropriate. Implementation plans for all ABUs was kept on target.
· Developed and ran training courses on MRP concepts and the Interim MRP System. Several hundred personnel were trained in MRP principles and dozens of key staff were trained in their functional MRP areas.
· Built up excellent working relationships with Baan, KPMG and CGEY consultants, as well as MOD civilian managers and RAF personnel, from n.c.o.’s to senior ranks.
· Regular attendee at Logisticians’ Forums, held at all 4 DARA sites. Provided answers to many common problems and introduced ideas and techniques from the wider, external to MOD, manufacturing and industrial arena.
· Instigated major project to improve the placing of demands on the RAF central supply system USAS, with savings in manpower and improvements in record accuracy.
· Key member of the design team for the Baan process mapping of the production control and purchasing functions. Introduced business processes and concepts previously unknown to the DARA team.

1991 - CURRENT MANUFACTURING BUSINESS IMPROVEMENTS (MBI) - PRINCIPAL
· Launched own education training and consultancy company; built up a client base of over 20 companies, and network of associates. New customers from recommendations.
· Designed standard education courses, and new Training Workshop approach which were readily adaptable for clients in many different industry sectors.
· Successful implementation of an e-commerce project to satisfy the client’s customers' demands to place sales orders and call-offs using EDI. The project required business process analysis, knowledge of MRP system database and managing clients’ technical staff and outside contractor.
· A complete business workflow analysis for a manufacturer of consumer electronic transformers as the basis for their successful Business Process Re-engineering Project and implementation of a replacement ERP system.
· Project Manager with many companies migrating from early versions of Bull’s HDMS system to later releases, or to new MRP II and ERP systems, and improving their business processes as part of the change. This role often necessitated the migrating of selected data from the old system to the new. New systems implemented on time and to budget.
· Designing new report formats for an Oracle system and working with external contractors to utilise both legacy and new system data. This provided the client with sales analysis data that combined current sales with previous years.
· Experience in a very wide range of different organisations (see “Consultancy Projects”, at end of CV)
· Developed a separate, highly profitable business under the same name which buys, re-furbishes and sells microfiche readers into a niche market; an excellent fill-in between contracts.

1982 - 1990 BULL HN INFORMATION SYSTEMS LTD - SENIOR MANUFACTURING CONSULTANT
· Achieved significant success in supporting sales of MRPII systems, resulting in targets being exceeded and the receipt of several awards.
· Designed and presented training courses which covered all modules of Bull’s MRP package, HDMS. These were adopted as ‘standard’ courses by colleagues.
· Assisted customers with planning the successful implementation of their MRPII systems, including the monitoring of benefits gained from using their MRPII system effectively.
· Re-implemented manufacturing system at a ‘problem’ customer, overall a two-year project resulting in a high degree of customer satisfaction, improved use of HDMS and the system being ‘rolled out’ to other companies in the group.
· Developed and managed billings system to improve (by over 30%) consultancy operation of Manufacturing Group.
· Provided the primary interface between Customers and the Sales and Commercial teams ensuring any problems were quickly identified and resolved and additional sales opportunities highlighted.

1980 - 1982 BMG MICROSYSTEMS LTD - MANUFACTURING CONSULTANT
· Worked with sales team to identify customers' business problems and needs in Finite Scheduling arena; produced tenders based on new computer package. Successful sales to a range of customers.
· Liaised with design teams to improve existing package and made major input to the development of a new MRP system.

1979 - 1980 A REYROLLE & CO. LTD - SYSTEMS DEVELOPMENT MANAGER
· Made several changes to business processes and systems which produced significant improvements in stockholding and purchase spend of 50% in particular product ranges.

1974 - 1979 REYROLLE RESIN PRODUCTS - GENERAL MANAGER
· Lifted a £200K loss situation to break-even in two years.
· Achieved 300% increase in sales to new customers outside of parent company.
· Introduced new production systems which increased output rates by 50%.
· Kept business operating during severe staff union problems.

1973 –1974 A REYROLLE & CO. LTD – POST-GRADUATE STUDENT
· Full-time sponsored M.Sc. course at Durham University Business School.
· Completed course with above average marks; offered General Manager role at Resin Casting Plant.

1970 - 1973 A REYROLLE & CO. LTD - ASSISTANT PRODUCTION CONTROLLER,
· Designed and won approval for implementation of new production control system; led a project team of 24.
· Reduced stock and work-in-progress by more than 100%.

1968 – 1970 A REYROLLE & CO. LTD - GRADUATE APPRENTICE
· Successful completion of two-year graduate apprenticeship; offered variety of posts on completion.

Employment History

Education