Energetic leader with 15 years experience in continuous improvement, operations, project and program management. Solves complex operational challenges delivering €millions annually in benefits and manages operational & program budgets (€millions) eliminating non value added expense. Responsible to board level in senior commercial, marketing and supply chain capacities. Delivery focused, a team orientated manager with a broad spectrum business knowledge that contributes to substantial growth and significantly enhanced customer experience.

Univar Europe bv – Director EMEA Continuous Improvement Process – Dec 2012 to Jan 2014
Chemicals Distribution - Remit: 2 FTE’s Target €5m in benefits. Brief: Implement Lean Six sigma program for the European business.
• Engaged the board and senior staff, proposing a framework & plan for methodology introduction, developing applicable communications platforms & defining milestones. This included consulting with senior managers selecting program participants, identifying perceived opportunities and designing reporting decks, gaining full content approval within 8 weeks.
• Validating areas of best practices & financial opportunity, by creating a database collating data from eight ERP systems, delivering comparable metrics from EMEA to Employee level on productivity and value by division i.e. Sales, Product Management, Supply Chain etc.
• Co-authored materials, initiating a training & coaching program which developed €4m in pipeline projects in first 6 months.
• Guided development of an interactive web based community “share point” for program participants, capturing training materials, tools, projects (including checkpoint status), metrics and links to accredited reading matter and sites, with 100% uptake.
• Piloted 3 concept high speed initiatives (8 week turnaround) on;
a. Ledger management, standardising (segmenting) operational costs, identifying to the executive €15m in new opportunities.
b. Mitigating €0.5m p/w in over-run costs for an SAP implementation, correcting €12 million in materials costing under valuations, by focusing on end to end operations, improving forecasting, replenishment, materials & production master-data & processes.
c. Designing VAT matrices for relevant business work streams, automated to correctly assign for orders and prevent triangulation.

Univar Europe bv - Director European Supply Chain Team – Aug 2010 to Nov 2012
EMEA specialties procurement and redistribution. Remit: 28 FTE's. Annual operating budget €5,1 million. Annual Spend €110 million.
Brief: Re-engage the division and stabilise business operations. Meet new operational & strategic initiatives as a centre of excellence.
By aligning end to end business process and effectively managing financial & operational risks the division recovered ISO9001 certification, delivered a 42% reduction in working capital consumption, 41% increase commercial throughput, 19% reduction in operating costs, 45% Improvement (to 92%) in “Error Free Delivery” and improved staff retention 40% (to 96%) in 18 months. Key to this delivery;

• Attaining stakeholders (board members, operations leadership, strategic suppliers & customers) consensus on priorities and aligning perceived and actual risks through analysis of operational capability & performance within six weeks.
Subsequently defining a vision based on “operational service excellence” for the group and recruiting a leadership team with the appropriate technical, coaching and prioritization skills to up-skill the teams and deliver the mission plan.
• Sponsoring events engaging a broad cross section of business stakeholders and operational staff identifying 127 structural improvement opportunities, challenging teams and individuals to collaboratively develop & deliver solutions (all delivered in 16 months).
• Re-engaging operations teams directly addressing risks in accountability & ownership through individual assessment, specified trainings, provision of easy to use tools and use of visual work (task) management aids.
• Restructuring the organization for “Sarbanes Oxley” compliant procedures & protocols in preparation for an “Initial Public Offering”.
Intended as an enabler, this improved efficiency in communications delivering a 95% reduction in backlog enquiries, improved response times (5 to <1 Day) and higher accuracy in task execution improving service by 12%, all within three weeks of go live.
• Integrating operations (within six weeks) from two acquisitions, sharing best practices & standardising processes by tasking teams to develop capability pre-emptively, creating a series of templates to accelerate changes in operational capability as and when required.
• Executing a 40% expansion in materials distribution and a new business implementation enabling access to new markets and realising €36m increase in operating revenues, whilst consolidating 14 third party warehouse down to 6, enabling further network enhancements.
• Implementing pilot for single European planning system (SAP) “on-time”, delivering a road map for following regions and consulting on functional specs, mitigation plans & business process designs such as Sales & Operations planning, Scheduling best practices, replenishment automation, restricted supply management, tolling, warehouse management, logistics planning & consolidation etc.

Self Employed – Nov 2009 to July 2010 Consulting for Banking and Financial Institutions on the Silicones Industry.

Momentive Performance Materials GmbH
Global Supply Chain & Sourcing Manager Sealants – Mar 2009 to Oct 2009
Consumer & Manufacturing. Remit: 32 FTE’s. Annual operating budget US$11 million. Annual spend US$270 million.
Brief: Define & align operational processes & execution to meet strategic goals for the newly formed Sealants business.
Engaged with parent business & external suppliers to negotiate procurement contracts and establish, strengthen strategic relationships. Leveraged US$5.4m reduction in base costs. Re-aligned “Sales and Operations planning” and positioned asset & logistics capabilities to meet growth plans (APO). Delivered organizational restructure to enable agile market response, reducing order to delivery times averagely by 30%.

Momentive Performance Materials GmbH (formerly GE Bayer)
EMEAI Product Manager, Sealants & Adhesives – Mar 2008 to Feb 2009
Manufacturing & Supply. Remit: 12 indirect reports. Manage Portfolio segment €90-95 million p.a.
Brief: Restore profitability and develop future pipeline for Growth.
Engaged with customers, and internal stakeholders to define areas of risk & opportunity, building utilization / cost / pricing models to assist tactical decision making and evaluate long term scenarios. Analyzed trends & profitability, assessing longevity of existing group strategy. Proposed business case for re-investment to the board achieving mandate to execute. Initiated plan based on business case developing new offerings, recovering 70% lost share, delivering €1.2m in productivity gains and margin improvement from 6 to 19%.

GE Bayer Silicones GmbH - EMEA Sales Product Manager, Intermediate Fluids EMEA – June 2007 to Feb 2008
Manufacturing and Supply. Remit: 13 indirect reports. Manage portfolio segment €88 million p.a.
Sales support for key accounts and guidance for commercial plan realization. Delivered double digit growth and turned €3m in disposal costs for waste streams into €1.5m in profit via development of new commercial pipelines. Led projects to manufacture & deliver high grade silicones derivatives for the cosmetics industry ultimately developing a new business stream generating €27 million in annual revenues.

GE Bayer Silicones GmbH - SCM Black Belt (certified), Service EMEA – June 2004 to May 2007
Focused on transaction management and Logistics efficiency using Lean 6 Sigma methodology (approx €2m benefits).
Mentoring for junior project managers, graduate & commercial leadership programs. Facilitated Supply chains first global project focused on “Lean” order management reducing order to ship times from 6 days to same day capability.

GE Plastics BV - June 1999 to May 2004.
Various Supply Chain & Commercial Roles : Customer Services: 2002, Forecast Analyst 2001, Planning 1999.
Sabbatical - 1998
AON Group Limited (Alexander Howden Group Ltd) – 1991 to 1997
Senior broker for Marine Vessel / Construction /Cargo / War and Political risks placement in Lloyds of London.
Edelmann Public Relations / Owen Green Associate -1990 - Graphic Designer.

Skiing, Reading, Walking