United Kingdom
James has a reputation as an effective leader with a keen analytical mind combined with excellent customer and people skills, who manages complex situations with ease. A results orientated professional with a strong Business Operations Management background. James leads through the facilitation and empowerment of others, he is still willing to take personal responsibility for all problems under his governance. As a high achiever who has a successful record of delivery and exceeding targets, he can be relied upon to cut all unnecessary costs and hit all goals set for him. Apart from improving operational inefficiencies his abilities will allow him to maximize your company’s profits and commercial success. He is confident he can provide the initiation, definition, delivery and closure of your projects within agreed timescales to Time, Cost and Quality.
Reporting to the Group MD, leading the planning, delivery and management of manufacturing, logistics, installation teams and customer satisfaction of operations. Management of a divisional budget of £15 million and delivery of financial goals • Responsible for the relocation of all operational functions from Manchester to Chelmsford and the new office achieving ISO 9001 accreditation within 6 months. • Reduced costs by 17.5% through supplier negotiations and negotiated a rebate aligned with an improved 2.5% rebate from our two main material suppliers • Increased the domestic divisions profitability by 12% through introducing a new self-employed contract for the installation teams • Improved the customer journey by increasing communication from point of sale to completion of installation by introducing a suit of standard letters and a new customer care team. • Leadership and Development of the Operations Leadership Team through recruiting key individuals and growing the team’s skills. • Introduced further H&S training for all installers including tool box talks and a monthly management H&S meeting to discuss further improvement opportunities and challenges that had arisen • Reduced customer lead times through a program of improvements to communications and interdepartmental planning. • increased productivity with a smaller manufacturing workforce
Start up a new division within the Climate Group to take advantage of the funding available from energy suppliers through the installation of External Wall Insulation • Agree Division’s scope, deliverables, partnerships and systems with stakeholders within the business and regulatory authorities and funding bodies • Source installation partners, internal staff and system providers • Leadership and management of team to ensure delivery of profit targets and compliance to the Main Board’s satisfaction • Exceeded budgeted turnover by 150% within 6 months and surpassed the agreed number of installations on three major Green Deal Communities projects namely Cambridge, Suffolk and Southampton • Achieved the agreed profit margins by strong management of sub-contractors and managing material costs through successful purchasing negotiations