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Interim Manager

Work Experience

RECENT HISTORY
In 2002 Consultancy Ltd was set up as a specialist management & consultancy business to be able to exploit opportunities in the senior interim executive market.

A broad skill set is offered from practical change management in Start Up, amalgamations and post acquisition management in manufacture & service sectors, to the repair of those organisations that have lost their way and need to construct a new cohesive strategy to survive or an exit strategy that protects investments made.

Experience in 4 diverse industrial sectors – Building Products, Security, Automotive, and Agriculture .

- PROFILE
An energetic senior executive with a proven work record, demonstrating success in both service and manufacturing industries. Successful in implementing new business ideas whilst improving profitability.
Able to inspire teams to embrace change and new ideas positively and to ensure that managers “own” the concept of continually improving themselves and the business they work in.

LTD – CONTRACT HISTORY
2002 Business Contracts
Major contract through the Praxis Group to lead an “Evaluation & Rebuild” programme for a €800m plc with a new business in Germany supplying building products to the German, UK, & Irish markets.
The contract was successfully concluded after 6 months . The scope of work included:-
Current Business Analysis
 A Full Market Review including Potential Market Share
 Product & Manufacturing Evaluation
 Evaluation of Application of the Product in the UK & Irish Markets

Development of 3 Year Plan
 Full Re-Structuring And Re-Focusing Of The Business In Europe
 Detailed 3 Year Business Plan
 Investment Needs To Achieve The Market Share Identified
 Company Profit & Roce Expectations.

Initial Plan Implementation & Handover to Operational Team
 Successful Board Presentation To Adopt The 3 Year Plan
 “Critical Tasks” Implementation Plan To Achieve The 2003 Budget
 Counselling & communications process to improve the working relationship between the Corporate Acquisitions team & operational management.

Ongoing Business in 2003
Business Review & 3 Year Growth Plan for a £2m privately owned company supplying greeting cards & merchandise to retailers in the UK & N America. Plan is to grow to £5m by 2006

Current Business Analysis
 Review of all key aspects of current sales, manufacture & distribution of product
 Review of Business Structure + staff remuneration
 Review of current customer base

3 Year Growth Plan
 Identification of £1m of New Export Markets that can be exploited using Web based marketing & business systems
 Design & implementation of detailed sales and marketing plan to grow the existing UK business from £1.5m to £3.0m by 2006

PREVIOUS SENIOR BUSINESS EXPERINECE

CEO -HERITAGE PLC [PART OF MASCO INC] September 2000 – October 2001

The Masco Corporation, an $US 8.0 Billion group, have over 90 businesses mainly in interior building products, concentrating on plumbing & heating markets + kitchen & bathroom and window furniture. Heritage plc is a wholly owned subsidiary of this worldwide group

Heritage is a unique niche business within the Masco group as it has the only business that sells a complete range of bathroom products. The business was started by the current Chairman 11 years ago & sold to Masco in 1998. It has been based on a complete bundled range of bathroom products that is sold to independent dealers. 6 years ago the manufacturing sites for ceramic & acrylic product were started, complementing the existing cabinet making facility. In house manufacturing now produces 55% of product sold.

After a very successful first year, there was a post “11th September” re-organisation of the US parent company’s businesses in Europe. This lead to a streamlining of UK management structure and therefore the position of CEO in the Heritage Group was replaced by a collective UK management board running all the UK bathroom & shower businesses. The main objectives achieved in this one year post were :-

• Full fiscal & management control of the business [£26m T/O], to ensure that the change of management from the outgoing owner did not affect the core business.
 In 2001, organic growth of 12.1% and gross profit improvement of 9.6% was achieved. The core business was protected from negative change, and despite the loss of 14 personnel [mainly the inherited sales staff], the business took another 2% market share in 2001.

• 5-year plan for the group to include the expansion of the business into the USA and development of other brands for specific markets.
 5 year plan was adopted by Masco, to grow the business into £86m over 5 years in 3 niche markets

• To develop product, sales strategy, logistics system, for USA market
 From Sept 2000 to Dec 2001, new product was developed & entered for testing for USA standards. Logistics partner was established in Boston, and a full USA team recruited in 2001. The USA business was successfully launched in March 2001, and first commercial sales taken in July. The USA operation grew to $2m sales in 2002, break even in the last qtr of 2003

• To redefine UK builders merchants market brand, Chatsworth & to fully exploit the potential of the new UK Distribution Centre.
 Launched in October 2000, the Chatsworth brand & small business unit was used to develop a “Masco Offering” for a specific customer in the builders merchant market. This complete merchandising package that included showroom design, installation, and training + retail brochure, “one stop shop” ordering and supply. The trial of five showroom stores started in Sept 2001. This is the first time Masco companies have collaborated together using a common brand name for consumer selling.

• To review all manufacturing capability and execute new initiatives to improve efficiency, quality, and profitability at all four locations.
 Introduced 3rd party sales to acrylic manufacturing improving profitability by 50%
 Established new JIT based manufacturing techniques in the ceramics factories improving end -product quality.
 Fundamental re-structuring of cabinet making facility, turning round from loss to break even in 6 months.







WILLIAMS PLC Service & Manufacturing Businesses
November 1996 – August 2000
Williams PLC (Williams Holdings) was a successful FTSE 100 company. Following the acquisition of the global Chubb group in May 1997, it became the largest worldwide supplier and manufacturer of security and fire products. The group turnover was in the region of £2.6 billion. In November of 2000, Williams plc de-merged to form two separate companies – Kidde & Chubb

Group MD SE Asia [Special Operations] – Chubb Asia Pacific September 1999 – August 2000
During May 1999, responsibilities for Chubb & Guardforce [recent acquisition] were given over to the Chubb Asia Pacific MD. A key development was the formation of a new SE Asia Business Unit, and at the same time to combine the Guardforce & Chubb businesses.

Responsibilities & Achievements [Service & Installation]
• Appointed MD of SE Asia Business Unit for Chubb Asia Pacific
• Formed a new SE Asia business division from Chubb & Guardforce in – Singapore, Thailand [Bangkok], & Philippines [Manila]. T/O £50m
• Completed the amalgamation of all businesses on time and without loss of business performance.
• Created with local management the strategy for their combined businesses for 2001
• Stabilised the Manila operation during political unrest.
• Achieved all tasks on time & in full.

Other Responsibilities & Achievement [Corporate Re-organisation]
• Working directly for the Divisional Managing Director to lead the restructuring of the Electronic Security Business Unit and the relocation of the Manned Guarding Business Unit [Total T/O £ 300m]. Main focus was on absorbing key infill acquisitions and streamlining administration functions.
• To work with each of the Business Unit MD’s to agree a detailed planning of all changes of personnel & business functions. Total no. of businesses amalgamated = 7. Timing Feb -> July 2000. Locations affected were Perth [4], Sydney [7], Adelaide [4], Brisbane [4], Canberra [2]
• Project completed on time & in budget [$Aus 3.0m]

Special Operations – Managing Director, Chubb Security Personnel. June 1998 – August 1999
Responsibilities & Achievements [Service]
• Implementation of business improvement plan to amalgamate Firm Security Personnel, KS Conquest and Chubb Wardens into cohesive manned guarding business
• Closure of Chubb Wardens’ head office as part of development of new integrated nationwide regional business structure
• Acquisition of KS Conquest Security (£22 million) & development and implementation of business plan for the liquidation and absorption of KS Conquest into the existing manned guarding businesses
• Design and implementation of Chubb Security Personnel Ltd, re-launching manned guarding services
• Development of corporate client base – 125 national accounts; 12,000 local networks
• Recruitment and development of new Senior Management Team
• To obtain a 21% organic growth of business in 1999 through aggressive increase in market share (4% 1997, 13% 1998, 18% 1999)
• Profitability increase from 5% to 8% on return of sales through quality improvement of all service delivery
• Responsible for 451 indirect staff, 7,500 direct staff

Special Operations, European Managing Director, Chubb Safes
October 1997 – May 1998
Responsibilities & Achievements [Manufacturing &Commercial]
• Evaluated and rationalised the main Chubb Safes manufacturing unit in Wolverhampton, England; re-sized and optimised manufacturing capability
• Developed global marketing and manufacturing strategy for safes/physical security products
• Realised turn-around of the UK Safes business from a £1.5 million loss in 1997 to a £2.3 million profit in fiscal year 1998. Effected reduction in workforce by 130 people with an efficiency up-lift of 15%
• Completed worldwide safe review and developed business improvement plan covering manufacturing sales and new product development in the following countries: Australia, Belgium, Canada, Holland, UK, Eire, Italy, Indonesia, Spain, Germany, South Africa and the Middle East. [£110m business]

Other Roles within Williams plc
Special Operations, Chubb Acquisitions Management Team July 1997 – September 1997
Special Operations, President of Harloc, Taylorsville, USA April 1997 – June 1997
Special Operations, TESA Post Acquisitions Team December 1996 – March 1997

Previous Employer
Johnson Controls – Automotive - Europe 1990 - 1996
A major European Automotive Group, JCI specialises in the supply of complete seat systems and components. Multi-sited within Europe it has experienced huge growth since 1990 and is now active in the emerging markets in Asia and China.

Commercial Manager & Financial Controller, Ford Business Unit – Europe $500m T/O – based in Germany & UK July 95 – October 1996
Responsibilities & Achievements [Automotive 1st Tier Supply Total Systems]
• Developed and implemented commercial strategy both centrally and at external plants as part of the European Senior Management Team to take business to overall profitability to +5% return on sales from a loss position at start up.
• Negotiated and agreed pricing policies with the customer on all major projects including product, location, economics and engineering changes
• Managed and developed department heads and teams, agreeing business plans and goals to ensure economic success
• Planned, agreed and implemented all financial forecasts with plant managers and financial controllers for operational and engineering centres to ensure targets reached
• Ensured compliance of financial transactions operating within company standards and local statutory requirements
• Authorised, accounted for and monitored capital and tooling expenditure
• Negotiated all major claims for loss of business with the commercial director

Other Roles within Johnson Controls – Europe
Divisional Financial Controller – Engineering, European Headquarters (Köln - Germany) $500m Oct 1993 – July 1995
European Accounting Manager, European Headquarters (Köln - Germany) Nov 1992 – Oct 1993
Financial Controller/Admin Manager (JCI Automotive UK [Toyota Unit] Ltd) Sept 1991 – Nov1992
Assistant Accountant – JCI Metals Plant – Telford UK April 1990 – Sept 1991

Other Employment / Experiences - Pre April 1990
From leaving college in 1974, developed technical and then commercial roles from junior to middle management in the Agricultural Industry. Employers were Shell, Unilever, North Western Farmers & Birmid Qualcast Group

Education

Education
B. Sc. Course Leeds University - Served 1 year Sep 1973 -> 1974
Diploma [Distinction] Pre University Practical Agriculture Sep 1972 ->Sep 1973
2 A & 8 O Level Northampton Grammar School Sep 1965 -> July 1972
Languages French (Resident for 2 years 1976-77) Good Business Ability
German (resident for 2 years 1993-96) Very Basic

Skills

Skill set
Senior Business Management, Design of Business Strategy, Financial Management, Marketing and Sales Strategy & Implementation. Production Management & Process Improvement. Post-Acquisition Management & Amalgamations, Mergers, Start Up Business Management & Implementation, Strategic Product Costing [Automotive], Management of Business Closures, Business Improvement & Development [“Hands On”]

Languages

Languages French (Resident for 2 years 1976-77) Good Business Ability
German (resident for 2 years 1993-96) Very Basic

Other

Other Skills / Activities
• Lived & worked in Australia, France, Germany & Spain. Worked at senior management positions in Philippines, Singapore & Bangkok.
• Excellent abilities in understanding & working in multi-cultural environments.
• PC proficiency - Good all round computer knowledge & function
• Local Hospice Volunteer - Patient Day Centre

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