Somercotes, England, United Kingdom
Working in leadership roles for major blue chip organisations for the last 20 years, I have extensive experience in project management, engineering management, procurement, manufacturing and general management. All underpinned by academic qualifications and professional status, starting my career with an engineering apprenticeship, building to a MBA in Management and Chartered Engineer status. I am hard working, dedicated and have high standards. I am technically very strong, I understand how manufacturing works delivering both top and bottom line growth, and my greatest strength & passion is people, I create a psychological safe environment to develop teams and watch them deliver.
The Sheffield plant is the home of Maynards Bassetts, Sour Patch Kids, Liquorice Allsorts and Trebor Mints, employing c430 colleagues. Leading the plant leadership team reporting to the cluster director, I’m accountable for all aspects of Safety, Quality, Delivery, Cost and Morale (SQDCM). My key challenges are to build the capability of the people, processes, equipment and infrastructure.
Part of the plant leadership team reporting to the plant manager, I was responsible for all aspects of engineering. The site had struggled to recruit into this position and lacked a strategic approach to engineering. My experience has enabled me to replicate, and improve, previously delivered strategic transformation programmes.
Leading the engineering function of the second biggest biscuit factory in the UK, employing c800 people and producing 85000 Tonnes of biscuits per annum. Part of the senior manufacturing team reporting to the factory general manager, I was responsible to devise and implement the engineering strategy for the site, ensuring compliance to all legislation and driving plant performance (OEE).
Heading up a new multi-site role managing our outsourced indirect procurement partner (exchanging procurement services). My initial scope was the management of maintenance, repairs and operations (MRO), this expanded to cover the facilities management (FM) category and then capital spend. I was initially responsible for the UK, was then given Europe and finally they gave me global responsibility for Manufacturing Procurement. I managed a £105m yearly portfolio, working out of London with extensive travelling.
Part of the senior manufacturing team reporting to the factory general manager I was responsible for all aspects of engineering. My key accountability was to devise and drive the engineering strategy of the business unit. We were at the beginning of integrating the engineering function into manufacturing. I played a key role in shaping the manufacturing road map for the business.
Reporting to the group engineering manager, I had responsibility for all aspects of site engineering: maintenance, performance improvement, project management and Health & Safety management. During my last 12 months I moved into the role of manufacturing manager. Due to my engineering knowledge and people skills I managed production areas that were suffering performance difficulties.