QUALIFICATIONS/PROFESSIONAL AFFILIATIONS

Chartered Engineer; BSc; H.N.C.

Member of Institute of Electrical Engineers (MIEE)

Member of Institute of Mechanical Engineers (MIMechE)

Registered European Engineer (Eur ING)

EXPERIENCE AND ACHIEVEMENTS

OVERALL: Good analytical skills with the flexibility to absorb new systems/methods etc. Cost conscious communicator and team builder who is able to motivate people. Proactive with the ability to strongly influence decision-making. A genuine interest in all aspects of the operation, together with social skills, has ensured a reputation of a line manager, Specialist and Consultant. Computer literate and fully conversant with various Microsoft packages.

August 2005 to Present

Nottingham City Hospital

Position Held

Assistant Head of Property Service

I am responsible for all the maintenance activities in the hospital, which covers 95 acres and has 161 buildings; ranging from ultramodern to 60 years old. My first priority has been to improve the usage of the CMM system to allow better tracking and labour control. I have also written the Energy/Environmental policy and have prepared energy awareness campaign. I have also been made responsible for Queens Medical Hospital in Nottingham and I am developing the merged trust property service structure.

February 2000 to February 2005

Akcros, Akzo Nobel eccles

(Industrial Chemicals)

Position Held

Site Services Manager

Responsible for all the engineering activities on the site, Projects, Maintenance, Health and Safety, Purchasing and Utilities. I also acted as the site manager for all Union Negotiations with site shop stewards and regional delegates, my engineering team up to 40 staff personnel as well as a number of contractors.

Achievements

i). My brief was to change the culture of the maintenance department and project department making them work as team and to understand commercial constraints. I was given 6 weeks to come up with the plan; this meant the redeployment of a number of people in order to bring about the necessary changes. The saving to the company in labour costs alone was £250k, the real cost of a department working as one is far higher.

ii). I developed a strong project department with a cost conscious time base and we designed and built a number of chemical plant expansions up to the value of £2m, which required the management of all the trades i.e. civil, piping. Instrument and Electrical

iii). The engineering purchasing department was slow and over manned and missing the advances that have been made in e commerce in the last few years. I changed the purchasing manager promoting another member of staff to that position. Then set up term contracts system for a number of the larger service contracts renegotiating were necessary and initiating a re look at all other purchases with the aim of reducing suppliers, fixing contracts, and using the Internet as an ordering tool, this resulted in substantial savings i.e. £200k/year

iv). I was given the utilities section after nine months with the company. My aim as to reduce the site energy costs by understanding the base load and reducing the labour cost in the utilities section. I achieved this and saved the company £400k over the 5 years in utilities costs and £1.25m on labour costs.

November 1998 to February 2000

FMC Corporation, Trafford Park Manchester

(Industrial Chemicals)

Position Held

Maintenance Manager

Responsible for all the maintenance and utilities on the Trafford Park site that includes a maintenance team of 42 technicians and engineers.

Achievements

i) Reviewed the maintenance procedures being carried out on a number of dry running vacuum pumps and have saved £89k the first year.

ii) Set up a maintenance steering group to develop an action plan to improve planning and reporting of down time and costs.

iii) Analysed why set of load cells failed to give accurate readings, suggested and carried out a number of modifications that rectified the problem and saved the company large amount money. The problem had been ongoing for a number of years and the only suggestion up to this time was to fit another batch meter.

iv) I sponsored a team to review all the critical equipment on site the aim being to review the maintenance procedures and spares for this equipment to improve its reliability.

v) Reviewed spending with a number of contractors and negotiated savings in the region of 60k with out any reduction in the reliability of the equipment

October 1997 to July 1998

CST, Contracted to Knoll (BASF) Cramlington, (Pharmaceuticals)

Position Held

Project Manager

Initial contract was to manage a number of infrastructure projects (TIP, High Pressure Cleaning). Also acquired the responsibility for a £250k manufacturing plant expansion, required to accommodate a new product line this project had a very short lead-time and costs needed to be monitored closely. As the site is undergoing major restructuring, I have also been consulted in an advisory capacity, using my knowledge and experience of maintenance cost saving projects, to recommend new practices that have resulted in a saving of approximately 3000 man-hours.

June 1997 to October 1997

Pipetawse Ltd

Contract Management

Position Held

Project Manager, Syngal Contract Northern Ireland

Responsible for the planning and construction £1.5m piping contract on the Syngal Pharmaceutical site. As the principal contractor, I had to ensure that all other contractors worked within the Construction Design and Management regulations. The contract involved pipe work design and installation, equipment installation, cost control and liaison with the client (Galen).

November 1996 to March 1997

Filtrona (Bunzl), Jarrow, Tyne &Wear

(Cigarette Components)

Position Held:

Engineering manager

Responsible for all capital spending and maintenance across a site employing 600 people.

Projects included the introduction of computerised maintenance system increasing equipment reliability and the dependence on overtime. Saving in the region of £250k achieved during the first year.

1996 to October 96

Churchill China, Stoke on Trent

(Potteries)

Positions Held:

Engineering Manager- a new position, responsible for 5 sites.

Evaluated the procedures and processes on each site, resulting in the definition and introduction of a maintenance strategy for the next 3years.

Achievements

i) Introduced Divisional maintenance measures e.g. a) Planned Maintenance (5 days in advance), b) Valuation of spares held on each site (de‑duplication initially resulted in a saving of £30k), c) % Overtime worked, d) Reliability analysis.

ii) I project managed the design and construction of a new production building for new £500k plate making machine and managed the design and build of a new high tech office block including equipment layout, total value £1.75m.

iii) Re-negotiated the Divisional Energy contracts, gaining agreement to simultaneous contract renewal dates. This new process enables competitive tenders to be submitted, resulting in a saving of £70k.

iv) Introduced a formal method of assessing suppliers. Defined a preferred supplier list, which reduced engineering purchasing costs by £40k/year.

v) Set up a plant record system, measuring plant downtime, equipment costs, equipment register and unit files.

1986 - 1995

Rohm & Haas UK Ltd,Jarrow, Tyne& Wear

(Industrial Chemicals)

Positions Held:

Engineering Manager (1992-1995) - Managed 34 members of staff.

An Engineering department consisting of Chemical, Electrical, Instrument Control, Project and Maintenance engineering. Controlled a capital budget in excess of £1.5m per year along with a maintenance level of £2.4m. Budget control involved allocation of funds for the production department projects, formulating a project plan and ensuring it was implemented to achieve the desired results. As a member of the site Management Team was involved in the preparation and implementation of major changes to the site structure, e.g. the introduction of Maintenance flexibility and Production flexibility (TPM) to increase the site's productivity. As the site was unionised, have led negotiations with trade unions at both local and regional levels, covering general terms and conditions of employment. Fully familiar with all the safety procedures required when working with hazardous chemicals.

Achievements:

i) Deputised for the Works Manager for a period of 6 months. Involved in negotiating with outside emergency services not to carry out local geographical evacuation and to maintain factory in a production mode during a suspect terrorist alert.

ii) Introduction of maintenance department safety meetings and the implementation of safety sampling carried out by all staff members in the department. Resulted in a 10%/year reduction in accidents.

iii) Established a spare parts stock review reducing working capital by £200k p.a.

iv) Changed engineering cultures from breakdown cover to predictive and planned maintenance, enabling Sales to have 5 additional days of production per annum of high profit margin products. Established multi-departmental task team to investigate equipment reliability in order to achieve a saving of £120k per annum in maintenance costs. Planned and implemented staggered 7-day shift maintenance cover reducing overtime costs by 10%. Introduced cross crafting within Electrical and Mechanical staff leading to an annual reduction in wage bill of 22%, i.e. £130k per annum.

v) Initiated regular communication meetings with staff and hourly paid personnel, involving the setting up of teams to look at site issues, developing a motivated and flexible team that gave a consistently high standard of work.

vi) Particularly strong record in personnel recruitment.

vii) Personal Training Successfully Undertaken:

Industrial Relations / Lancashire Challenge Team Building and Leadership

Performance Management / Analytical Trouble Shooting / Emergency Response

Mechanical Engineering Manager (1986-1992)

Responsibilities covered all aspects of mechanical/electrical engineering maintenance. Managing an Engineering department of one foreman and 27 tradesmen working a 3-shift system over a 7-day week.

Achievements

i) Reduced the maintenance budget by 15% over a 2-year period through greater control of contract labour usage.

ii) Identified a new method of supplying nitrogen by moving from contract supply to on-site manufacture, saving £40k per year.

iii) Introduced regular communication meetings with staff and hourly paid to discuss site issues, including information on departmental and Company results.

1977-1986

Thermal Syndicate, Neptune Road, Wallsend(Manufacturer of Fused Quartz and Silica products)

Positions Held:

Engineering Manager - Group 3

Reported directly to the General Manager. Managing an Engineering group of one foreman and 15 tradesmen. Responsibility for all aspects of engineering carried out in a highly technological processing industry e.g. projects regarding general maintenance (planned and breakdown) covering a range of plant from acid treatment, high temperature kilns, glass tanks, electrical arc furnaces and sand treatment equipment. Control of a number of capital projects which covered a wide variety of expertise ranging from building maintenance, increased level of automation, design construction of a new electric arc furnace in conjunction with an outside contractor, to special projects such as the Company canteen refurbishment. These projects required Board approval via my complete project "justification", i.e. network analyses, capital/revenue costs, estimated payback and lead-times for material purchase. Also responsible for submitting monthly reports to the Managing Director re: -Future plans and project progress.

1970-1977

MacGregors International, Front Street, Whitley Bay(Ship Hatch Covers).

Served a recognised apprenticeship as a Fitter/Turner, working in the Drawing office and with various machine tools.

Interests include: Sport, Gardening, Walking, Reading (especially new Technology magazines). Home improvements (installation of central heating system etc.)