Meilen, Zurich, Switzerland
An outstanding senior supply chain leader with over 25 years’ experience working in complex international operations covering Pharmaceutical, Consumer Healthcare, FMCG and industrial sectors. Combines excellent strategic thinking with a proven ability to deliver and drive operational performance. Able to deliver complex global international programmes of change through strong leadership. Passionate about leading teams, building organizational capability, transforming businesses and cultures to deliver sustainable improvements in business performance. Key Areas of Expertise Leading Organisational Change. Particularly adept at developing collaborative business partnerships to establish the strategic direction for a business in environments of high challenge, change and growth. Demonstrated success in creating guiding coalitions with senior leaders, customers and key stakeholder groups to enable sustainable change to be delivered in wide range of business environments. A proven track record of achieving significant profit growth and service improvements through leading high performing teams. Strategy Development and Business Transformation: Design, initiate and implement radical business strategies to enhance competitive advantage that leads to improvements in top and bottom line performance. Transformations undertaken through the introduction of world class approaches to organisation design;business and cultural change; collaborative business partnering; lean manufacturing and “end to end” supply chain thinking. Business acumen Deep breadth of business knowledge honed from business start-ups, continuous improvement, closures and turnarounds in several business sectors. Business insight sharpened through strategic choices made and the financial implications that resulted. Management of Key Stakeholders to deliver change Lead and implemented organisational changes through active engagement and building collaborative business partnerships with all stakeholders.
Accountable for leading, building and transforming the WREF “end to end” value chain within Asia-Pacific; simplifying the business model allowing the business to compete more effectively and creating the environment for business growth. Key Dimensions of Role: - Regional responsibility for 280 sites across 21 countries within Asia - P&L accountability of £250m - employees 2500
I am accountable for leading, building and transforming the WREF “end to end” value chain within Asia-Pacific; simplifying the business model allowing the business to compete more effectively and creating the environment for business growth. Key Dimensions of Role: - Regional responsibility for 280 sites across 21 countries within Asia - P&L accountability of £250m - Capital budget £200m
I was accountable for leading the European Oral Care Manufacturing and Supply Chain , consisting of 4 manufacturing sites, multiple distribution hubs, supply chain planning which supplied product from Europe to 32 countries around the world. As a multi site leader, I was accountable for aligning manufacturing, commercial and R&D to deliver strategic and operational goals. Key dimensions of the role were: - P&L accountability £180m - Restructuring Budget £30.0m - Capital expenditure £12.0m - Headcount 500 people
I was accountable for the manufacture and supply of nutritional powders to 15 countries around the world. My role as Site Director was to lead the site’s management team to deliver both strategic and operational goals. Key Dimensions of the role were: - P & L accountability £25m - Restructuring Budget £6.0m - Capital expenditure £2.0m - Headcount 125
I was accountable for leading and delivering a Supply Chain Transformation with the goal of Transforming the company’s Supply Chain P&L, the balance sheet whilst delivering an agile supply chain.The aim was to deliver a Supply Chain Strategy that would transform the way that GSK operates in a global context. This was a highly complex programme which integrated diverse functional, business and geographical areas to improve top and bottom line business performance of £300m p,a, an improved customer service and an agile supply chain
Accountable for leading the closure of a pharmaceutical manufacturing business without adverse effect on the continuity of supply to our customers: this involved transferring 6000 skus to 28 sites around the world; decommissioning a facility and supporting 2000 people through the change process. The programme was completed 1 year ahead of plan, within an improved benefits case of £70m and without impacting supply.