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Interim Managing Director/Gen Manager

Work Experience

Interim Management Experience - Jan 2002 – July 2004

April 04 to July 04 (4 Months) – Interim Managing Director for Guyson Group

Employed by Guyson International after their acquisition of Kerry Ultrasonics in April 2004

§ Employed as Interim M.D. at Kerry to manage the business post the acquisition, to ensure major projects delivered, help determine new strategy and commence implementation.

§ Presented plan to employees to move manufacturing to Guyson International in Skipton, close the factory and set up local support office with estimated savings of over £3/4m per annum at a cost of £300k. Successfully led consultation and commenced transfer process affecting 30 positions.

§ $1m project delivered to Thailand on time to new schedule (6 weeks ahead of previous plan). Ensured handover and cash collection of £250k on UK project. All other scheduled deliveries out on time during a period of great uncertainty for all employees.

June 03 to March 04 (10 Months) - Interim M.D. for Cressall Resistors, part of Halma plc.

Cressall is the leading UK supplier of Industrial and Transit Power Resistors.

§ Employed to improve business performance, implement change at one of the factories that had been under performing for three years and recruit a new Managing Director.

§ Total full year sales to end of March will have grown by 40% to £6.6m from £4.8m. Industrial Resistor sales will have grown from £2.8m to £3.8m and profit from £100k to £350k including the costs of interim management.

§ In October commenced implementation of a plan to close the loss making Transit Resistor factory, transferring production to a similar group operation in the U.S. leaving a local European sales and marketing team. Personally managed the consultation process leading to 35 redundancies and planned site closure in June.

§ Including the benefits of transfer of plant to the remaining Industrial Resistor factory, full year savings will be £500k at a cost of £350k.

§ A new MD for the remaining Industrial business will commence in April. The previous MD was persuaded to stay in a key new business and product development role. Other management roles have been restructured to produce savings of £85k p.a.

§ Staff and Customer Surveys carried out. Business Processes improved and four new products will be launched this year. ISO 9001/2000 achieved.

Jan 02 to May 03 (4 months) - Interim M.D. for Kerry Ultrasonics, part of Halma plc.

Kerry is a leading UK manufacturer of industrial ultrasonic cleaning systems.

§ Employed as interim M.D. to manage the business, formulate future strategy and budget and help recruit permanent M.D. New M.D commenced in late April. Previous MD persuaded to stay on in vacant Sales and Marketing role. Staff and Customer Surveys carried out.

§ Breakeven final quarter, following prior losses made in the year. Overall £200k p.a. savings made at a cost of £30k.

April 02 to Dec 02 - (9 months) Interim M. D. for Klaxon Signals Ltd, part of Halma plc.

Klaxon is synonymous with the audible warning products it manufactures, and it was also producing a disparate range of other products incl fans, air knives and drying systems.

§ Following a retirement, employed to act as an interim M.D. whilst reviewing its operations and recommending the future strategy. Proposals were accepted by the main plc board in July and implemented by December.

§ This involved restructuring the company into two separate businesses and merging one of them with another group company, in the same markets, by moving that part of the operation from London to Manchester. 25 redundancies including 3 senior managers successfully negotiated.

§ The benefits realised were the formation of two new focussed companies with motivated workforces, £650k cost savings p.a. and sale of the site in London for £1.6m. This was at a total cost of £250k paid for in the year whilst still maintaining the same overall profit as the prior year.

Jan 02 to August 02 - Retained as Marketing Consultant by Visioprime

§ Retained by start up digital CCTV company to both promote their products to key decision makers and to obtain further investment from a PLC in a similar field.

§ Introduced senior team to organisations such as M.O.D., Rail track, and major suppliers of safety, security and control systems in the commercial building, process control and aerospace sectors.

§ Provided fundamental market research to support presentations and business plans. One such presentation led to a successful sale of the business in August to Novar PLC and payment of agreed finders fee and share options.


Previous Career History

Nov 98 to Nov 01 - Group Managing Director, Roxspur PLC (Basingstoke, Hampshire)

Director of all Group companies. Strategic and operational responsibility for:
- Serck Controls (Large scale SCADA /telemetry systems for pipelines - £9m sales)
- Horstmann Controls (Smart electricity metering and domestic controls - £13m sales)
- Roxspur Measurement & Control (Process instruments – temp, flow, pressure, level - £13m sales)
- CT Composites (European distribution of GRP and solvent recovery eqpt - £4m)

Complete strategic review and reorganisation of businesses with approx. 600 people leading to: -
- Overall Supply chain improvements (over £2m savings pa and working capital reduction of £1.6m)
- Combination of 5 separate instrumentation companies to form Roxspur Measurement & Control. Major factory move to Sheffield from Basingstoke. 2000/01 sales were £13.2m with profit of £1.7m.
- Re-engineering of Horstmann and 180 people moved from old Bath site to a new purpose built factory in Bristol. Invested in product development of smart meters and a small company was acquired to provide Automatic Meter reading capability. From 1998 to 2001 Horstmann sales increased by 30% and profit improved from £0.5m to £1.9m.
- Serck based in Coventry grew to £14m sales and £2m profit in 1999/2000. Difficult market place conditions and a contractor on a major contract becoming insolvent meant that 2000/1 was a challenging and unprofitable year. Reorganised the business to achieve £700k savings per annum. Headcount down from 165 to 125 in order to restore profitability next year. A small business was acquired to give Serck a presence in China.
- Reorganisation of 5 small European distribution businesses (UK, Italy, Holland, Spain, France) with parts going to RM&C and the rest forming CT Composites (Europe) intended for divestment.
- The appointment of 4 Managing Directors from both outside and within.
- Introduction of common and better HR practices across the UK businesses.

In 2000 an opportunity arose to become part of an MBO team of 3 to take the business private. Experienced the whole process from initial proposals, through gaining venture capital and intensive due diligence. The offer was eventually withdrawn owing to uncertainties at Serck.

Subsequently the Chairman and Chief Executive resigned. Along with 2 Non Execs, the Finance Director and I were tasked with the sale of the whole of Roxspur or the individual companies. Horstmann and RM&C were marketed in Jan 2001, underwent exhaustive due diligence by a number of companies and sales of both companies were completed in July. The CT businesses were sold separately from May to August. Serck was sold to a trade buyer in Feb 2002. Roxspur became a cash shell and was successfully reversed into The Telecommunications Group in 2003.

May 96 to Nov 98 - Managing Director – Trend Controls, Horsham, West Sussex.

Trend designs, manufactures and distributes worldwide, intelligent products and systems for measurement and control of the built environment. Trend is part of the Electrical Division of the Novar Group (Was the Caradon Group with, at the time, combined sales of £1.5 billion - mainly building products). In 1998, 300 people were employed.

As managing Director, responsible for all aspects of Trend including Sales and Marketing, Product Development, Manufacturing and Distribution, H.R. and Information Systems. In both 1997 and 1998 sales and profits exceeded budgets and were at record levels. 1998 sales were £35m (1997- £31m) and profits were £6.8m (£5m).






Mar 89 - May 96 - Director - Sales and Service, Trend Controls

Director responsible for Trend UK marketing units and business through international distributors (Total 1995 Sales - £26m.). In 1996, this consisted of 150+ total staff with direct reports responsible for Business Development, V.A.R. Sales, OEM Sales, UK Services Business and International Distributors.

From 1994 to 1998 total Trend sales grew from £23m to £35m

At the end of 1993, became responsible for sales to International Distributors. Also a member of the Caradon Marketing Council and President Director of Trend Regulation SA (France) and Geschaftsfuhrer of Trend GmbH, until leaving in 1998.

During 1991/92, proposed to parent company, gained acceptance of and implemented a major strategic change to supply the UK market mainly by an emerging value added indirect route rather than direct contracting. This soon resulted in the benefits of a better return on assets and fewer overheads, a clearer strategy and reduced channel conflict, differentiation in the marketplace, and a reduction of risks of direct contracting. This involved the completion of £10m of open contracts, whilst transferring 200 staff to VAR’s, and setting up a new sales and marketing team. It was a significant factor in taking Trend from loss making to its current profitability.

In 1989, became responsible for the whole UK direct contracting and field service operations (300 people)

Jan 87 - Mar 89 – Director/General Manager - UK Operations Northern Division, Trend Controls

Responsible for the formation of the Northern Division, which by 1989 had grown to a turnover of £7m. and 100 people in Manchester and Glasgow, from an initial team of 15 people. Full profit centre with Finance, Sales, Technical Support, Project Operations and Field Services. Appointed Board Director during 1988.

Jan 83 - Dec 86 - Field Service Manager - UK, Trend Control Systems

Apr 81 - Dec 82 - Project Manager – Holec Energy (Became Trend Controls after an MBO)

Sept 70 - Mar 81 - British Steel Corporation - Scunthorpe, Lincolnshire

Apprentice, Sponsored Graduate, Shift Maintenance Manager, Process Engineer, Area Computer Systems Manager.

Education

1969/70 11 ‘O’ Levels Scunthorpe Grammar School
1970/72 O.N.D. Engineering North Lindsey Tech. College
1972/76 B.Sc. Control Eng. Sheffield City Polytechnic.
1982 M.I.E.E., Chartered Engineer
2004 M.I.I.M (Member Institute of Interim Management)

Skills

Summary of Skills & Experience
M.D. of Certus Management, a company providing interim management and business consultancy services. Full member of the Institute of Interim Management having successfully completed five assignments since January 2002 involving major UK plcs.
Over 20 year’s international management experience of sales and marketing, operations, technical support and field service teams. Managing Director of Trend Controls (£35m sales, 300 people) 1996-98 and then Roxspur PLC (£45m, 600 people) 1998-2001.
Strong appreciation of modern methods of supply chain management, new technical product introduction, and people development. Trained company process auditor with practical and successful experience of leading strategic review and change. Recent experience in leading mergers, post acquisition projects and factory moves and closures, leading to significant cost savings.
A Chartered Electrical Engineer with extensive experience in the manufacture, distribution and the installation of electrical, measurement and control products and computerised systems in process, utilities and building applications. Managed direct contracting, UK sales and service, and international distributor support teams.

Languages

English

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