United Kingdom
I specialise in stabilising underperforming procurement, supply and manufacturing operations, delivering rapid, measurable improvements in cost, capital and cash. My career spans aerospace, automotive, energy and industrial manufacturing, with transformation and recovery work for both global organisations and SMEs, including Siemens Energy, Toyota, Ford, Vestas, GKN Aerospace, Tata Steel, APV, Howdens, Laing O'Rourke, ilke Homes and in the public sector DfT. My value is straightforward: I restore flow fast, fix what’s broken and build resilient supply chains that unlock enterprise value. I deliver early wins where they matter - quality, cost, cash, and throughput - while strengthening strategic sourcing, supplier performance and procurement discipline. I leave behind capability, not dependency. I’m most effective in challenging environments: delayed industrialisation, unstable supply chains, quality escapes, bottlenecked plants, and operations burning cash. I diagnose quickly, bring order to chaos, align teams around what matters, and drive improvements at pace. I bring deep experience in procurement and sourcing transformation, including: • Designing and leading procurement organisations • Building category strategies that deliver structural cost reduction • Supplier consolidation, risk reduction and performance recovery • Should‑costing, cost‑breakdown analysis and commercial renegotiation • Governance, process discipline and data‑driven decision making • Working‑capital improvement through smarter sourcing and inventory control Outcomes include: • Double‑digit cost reductions through sourcing strategy, supplier consolidation and commercial renegotiation • Capital reduction by attacking WIP, inventory and over‑engineered processes • Cash flow and conversion improvement through throughput gains, commercial negotiation, schedule adherence and supplier recovery • Quality and OTD stabilisation, restoring customer confidence • Industrialisation rescue, enabling revenue recognition and programme recovery • Plant and supply‑chain turnaround, improving OEE, reducing scrap and restoring flow. I work best where the stakes are high, the timelines are tight, and the business needs someone who can deliver impact quickly.
After an extensive career leading to Executive roles at Ford, Toyota, Invensys and Vestas, in 2012 I started my own company GEMBA Associates. The name came from the Toyota concept of Genchi Genbutsu "Go to the real place and see the real thing for yourself" which is the essence of Root Cause problem solving. I have specialised in leading Strategic and Operational Procurement & Supply Chain, Industrialisation, Transformation and Recovery assignments across multiple sectors including Renewable Energy (Siemens Energy), Aerospace (GKN), Central Government (DfT), Steel Production (Tata), Construction (Laing O'Rourke / ilke Homes), and Kitchens / White Goods (Howdens). Bringing energy, clarity and a collaborative mindset to every engagement, ensuring results are not just strategy - they’re delivered.
Approached by Siemens Energy to lead the Industrialisation workstream within a cross-functional Task Force at Siemens Gamesa, focusing on resolving wide ranging in-service, production, quality and design component issues, impacting two main Onshore Wind Turbine platforms. The role included oversight of Procurement, Supply, Supplier Quality, and related supply chain challenges.
Established and led a strategic operational function to ensure both immediate and long-term global supply chain performance across all civil aerospace programs. Based in Phoenix AZ and UK, developed a five-year supplier capability roadmap and implemented a comprehensive framework for supplier readiness (capacity / capability), risk mitigation, and quality assurance.
Providing procurement and supply consultancy services focusing on contract management, organisation realignment, the implementation of category management, strategic sourcing and cost reduction. Key Impact •Led contract and cost negotiations with key suppliers achieving secured long-term supply and creating a structured cost reduction program supporting growth targets. •Delivered strategic sourcing and cost reduction programmes for high-value commodities, achieving 15–20% savings. •Created and maintained a Raw Material Steel cost monitoring and predictive analysis to support tactical and strategic procurement decisions. Leading joint negotiations with producers and distributors. •Re-structured the procurement and category management organisation for commercial alignment across business units and stakeholders. •Established supplier relationship management (SRM) processes to enhance performance and collaboration.
Led procurement and supply strategy for LOR’s advanced 3D volumetric housing facility, an innovative platform-based manufacturing initiative. As part of the leadership team, shaped the commercial and operational foundations of a highly automated production model. Key Impact: •Designed and implemented procurement strategy, category management, and organisational structures to support scale-up. •Directed supplier selection and sourcing for £200M capex and £500M direct, indirect, and utilities spend. •Negotiated key supplier contracts, including MOUs, HOTs, development agreements, and supply contracts, collaborating with legal teams to ensure commercial and compliance integrity. •Developed costed bill of materials (CBOM) and engineered/maintained BOMs with version control to support business case and cost transparency.