Ras al-Khaimah, United Arab Emirates
A senior business leader with over 30 years experience in all aspects of food manufacturing, 20 of which working as a senior leader. A real passion for continuous improvement, driving change and improving performance and building high performance teams. A strong commercial awareness to turnaround under performing factories into profitable business units.
Responsible for a purpose build factory with the current state of the art drying technology .To commission and start a 14,000SM new business within the UAE for Dried, Frozen, Fresh Sea Food Products. Key Achievements • Developed a Business Strategy for implementation and Growth • Developed and built an end to end value supply chain for Import & Export • Implemented a commercial strategy for domestic and international fish products • Design and commissioned new production lines for high volume manufacturing • Recruited and trained key managers for all areas of business • Implementation of systems and procedures for all business requirements • Implementation of Lean Techniques for Continuous Improvements • Commissioned and made the manufacturing facility operational • Achieved full HACCP accreditation.
A passion for developing a culture of high performance teams and making things happen in the business. Responsible for c. 360 staff over a five day operation, producing up to 750 thousand puddings per week, supplying all of the multiples with 98% of the market share as well as an established export business. Responsible for Supply Chain, Planning, Production, Engineering, Health& Safety Environment. Turnover in excess of 32 Million Key Achievements • Implementation of lean techniques realising savings of £ 480K through waste reduction programmes resulting in positive material variances • Implementation of Short Interval Control (SIC) increase line efficiencies from 71% to 82% reducing the need for agency and shift premium resulting in savings of £360K • Reduced overhead spend through restructuring savings of £156k • Introduction of M&S Plan A working to Silver Standard • Introduction of KPI suite for the Site Exec Team and effective review meetings resulting in improved focus and performance. • SAP improvements interfacing systems to capture management data for continuous improvements
Responsible for c.435 staff over a 6-day operation, producing up to 1 million ready meals per week, supplying the UK market via the major multiples. Turnover in excess of £58m. Key Achievements • Responsible for Category Safety, Health & Environment, introduced comprehensive 3-year action plan • Implementation of planning regimes resulting in reduced changeovers, improved efficiencies and reduced wastage across the business • Reduced overhead spend through restructuring saving £240k on overheads and £430k in labour costs • Overseen £1.8m of capital projects • Introduction of KPI suite for Site Exec Team resulting in improved focus of performance measurement
Responsible for c.480 staff operating a 24/7, high volume ready meal, salad and food accompaniments business supplying to the major multiples. Key Achievements • £1.1m labour saving delivered within first year • Reduced stock inventory and improved cash flow through closer materials management and better operational planning • Introduced short interval control principles which has delivered operational efficiency improvements from 87% to 94% • Targeted the reduction of labour through the removal of non-value added tasks, improved production systems and better operational planning. Overall headcount reduction of c.90 staff • Responsible for 4 direct reports (quality manager, engineering manager, planning manager and hygiene manager)
Responsible for 550 staff involved in processing salmon into smoked salmon, high quality added value products including appetisers and terrines supplying the UK market. Key Achievements • Designed and commissioned new packing lines, improving product flow, reducing operative handling and increasing product throughput. Saving £265k • Implemented short interval control measures for yield improvement, resulting in savings of £640k • From October 2006 to July 2010 reduced direct labour headcount by 286, increasing productivity by 33% which contributed to £4.1m direct labour savings against standard to date • Implemented new shift patterns to reduce shift premiums saving £118k • Implemented KPIs throughout the business, creating effective action plans, reducing downtime by 7% • Increased efficiency by 18%, saving £196k, by introducing central planning to eradicate product changeovers and bottleneck management to minimise plant and machinery • Undertook yield improvement programme resulting in saving of £640k • Implemented recycling programme to reduce landfill cost saving £210k • Reduced overhead spend through restructuring saving £340k • Implemented energy saving programme for electricity and water realising savings of £180k • Introduced new thermoforming technology, switching from buying preformed trays to using thermoforming trays savings of £487k