Assignment History - Denlo Limited
| SABEL COSMETICS LIMITED, Specialist Haircare Manufacturer, Halifax UK, £3.5m TO, 26 people. MANAGING DIRECTOR. One site in Halifax, West Yorkshire. Completed MBO/MBI in March 2009. Appointed Managing Director to run and rapidly develop the business. • Completed the MBO/MBI deal in March 2009, with Venture Capital and Bank support. • Introduced new customers, and developed existing customer base, starting growth plan to £7.0m. • Reorganised management structure and facilities. Streamlined costing process. • Introduced Marketing, totally improved and updated website, and improved customer response. • Introduced professional Human Resource Management and best practice. • Revamped Professional Haircare range. Professional marketing and customer focus groups. • Started export drive in Finland, Poland. • Introduced LEAN to whole organisation. • Focussed Health and Safety activity to recover from numerous dangerous situations. |
2009 | |
| ORIENTAL AND AFRICAN STRATEGIC INVESTMENT SERVICES, Private Investment Group. CHIEF EXECUTIVE OFFICER, Bahrain Elastomer Company, Bahrain and London. Engaged to set up a new tyre recycling company in Bahrain. • Developed start up plan and project for a combined tyre recycling and elastomer making operation. • Negotiated commitments from key customers and joint venture agreements with competitors. • Prepared £15m investment proposal with investors, Libertas. • Developed new Elastomer manufacturing process with key supplier. • Coordinated publicity, legals, project management contractors in London and Bahrain. |
2008 | |
| RENTOKIL INITIAL. World’s largest Business Services Company, t/o £2bn, 70,000 people. General Manager, Manufacturing. Three sites in NW England, 400 people, £40m Turnover. Engaged to replace retiring GM, Improve performance, and lead a Strategic Review of Manufacturing in RI. • Took over and improved two separate businesses on three sites reporting to Supply Chain Director. • Improved Customer Service measures from 26% OTIF to 96%. Reorganised Customer Services. • Introduced productivity measures, Improved from 45% OEE to 74% through Lean and 5S techniques. • Improved cash flow by reducing stocks from 110 days to 76 days in main distribution centre. • Reorganised logistics saving £600k PA by closing internal fleet, reorganisation and outsourcing. • Created an HR department and introduced MBO, appraisals and training strategy. |
2007 - 2008 | |
| ALLIANCE BOOTS. International pharmacy-led health and beauty group. Managing Director, Cordia Healthcare. Shortline drug supplier, £180m turnover, 440 people, 12 locations. Engaged to integrate into new ownership, and improve all aspects of Company performance. • Provided strong and clear leadership to complete transition from Cardinal to Alliance Boots ownership • Grew turnover by at least 5%, reduced unit costs by 10% • Rectified longstanding HR and organisational issues with Unichem and Alliance Boots colleagues. • Identified synergies and commercial objectives and opportunities with other Alliance Boots operations. • Developed an acceptable and credible improvement budget for 07/08. |
2006 - 2007 | |
| NHS. United Lincolnshire Hospital Trust, Grantham UK. Acute Healthcare provider based on multiple sites in Lincolnshire. £300m Turnover, 5800 people. Turnaround Director. Engaged to restore financial balance and stability to the Trust. • Delivered a robust financial recovery plan for the Trust to ensure Foundation Trust status in two years. • Restored financial balance from a deficit of £19m on £300m turnover. • Ensured timescales were met and robust, and the Turnaround Plan was high quality. • Directly managed the Turnaround Process, reduced waiting times from weeks to days.. • Produced a revised manpower plan and organisation for future new management structure. |
2006 - 2006 | |
| RENOLD Plc, MANCHESTER, UK. International Precision Engineering group active in 18 countries. Managing Director, Chain. World’s leading supplier of finest specification roller chain. • £131m T/O, 1600 people, 23 locations, 6 major factories worldwide. • Restored profitability by price increases, cost rationalisation and outsourcing. Increased share price by 3x. • Rationalised and closed two major manufacturing sites while retaining sales volume and customer service. • Reorganised European distribution, created customer service centres and factories in Poland and China, • Implemented integrated ERP system and rationalised European Commercial manning levels. |
2005 - 2006 | |
| CRANE Co., STANFORD, USA - Diversified manufacturer of engineered industrial products. President/Managing Director, Westad AS, Geithus, Norway. Leading supplier of High Performance Marine Valves. (T/O $25m, 68 staff, agents in 14 countries.) • Replaced MD, restored profitability from -32% ROS in 2004. Improved supply performance. • Repaired damaged supply chain performance by working closely with key international suppliers. • Co-ordinated global resources to achieve unprecedented price increases in very competitive markets in Korea, Japan, Croatia and other international LNG/LPG focused shipyards. • Implemented 5S changes throughout the business using Crane Lean Black Belt techniques. • Achieved 320 accident free days to end Jan. 2005. Completed Sarbanes-Oxley compliance Jan. 2005. |
2004 - 2005 | |
| CARADON PLUMBING LTD - UK-based manufacturer and supplier of heating equipment. Managing Director, Ideal Boilers, Hull, UK. Vertically integrated domestic, commercial and industrial boiler manufacturer. (T/O £120m, 700 staff) • Increased profitability from 5% ROS to 11% ROS through cost savings and sales growth. • Increased sales in tough market by 20% by improving product quality and reliability. • Outsourced major product components from new partners in India and China, as well as Italy. • Initiated reductions in Customer Service and Warrantee costs, minimised product recall costs. • Introduced new products to market through an extensive program of New Product Development. |
2003 - 2004 | |
Permanent Employment Career before Denlo Limited |
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| REXAM PLC - UK based international consumer packaging maker. | 1999 - 2003 | |
| President & Managing Director, Rexam GLASS, Gostyn, Poland. Container Glass maker. (T/O 40m Euro, 420 staff) • Promoted from MD. Increased profitability from 4% ROS to 13.5% ROS. • Increased sales by 12% in a rapidly changing market. Grew Key Account and Export sales. • Increased production and productivity by 5%, introduced new quality control technology. • Accidents reduced from one every two weeks to one a year, 278 accident free days record in 2002. • Prepared and presented plan for strategic development of Rexam in Poland. • Introduced Six Sigma and Rexam Production Systems culture change continuous improvements. • Introduced in depth people development programs with Poznan Business School and Rexam Horizon. |
2001 - 2003 | |
| Managing Director, PLM Wielkopolska Huta Szkla SA, Gostyn, Poland. Glass Container maker. (T/O 35m Euro, 650 staff) • Returned company to profitability, from -12% to +4% ROS in 18 months. • Increased sales by 14% Developed new Sales and Marketing department and strategy. • Achieved ISO 9001 in eight months, HACCP operating standard by end 2000. • Reduced headcount by 33%, restructured workforce and management team without disruptions. • Increased production by 12 % and productivity by 37%. |
1999 - 2001 | |
| DAVID S SMITH - UK based producer of diversified packaging, paper, transport and recycling. | 1996 - 1999 | |
| Director, David S Smith Packaging, Rugby, UK. (T/O £320m) • Returned to the UK to work for Chief Executive on troubleshooting and turnaround • Co-ordinated emergency resources to rectify initial problems at Fordham Plant. • Investigated and regained control of customer complaints and H&S problems. • Recruited and trained a completely new customer services team. • Installed WCM and updated ISO 9002 Quality manual and procedures in two plants. |
1998 - 1999 | |
| Director Generalny, David S Smith Packaging, Kielce, Poland. (T/O 160m PLN, 1200 staff) • Recruited to re-engineer an old state owned packaging plant • Tripled the size of the Office Products Business. Created three new businesses on the site. • Rationalised / reorganised large Security, Fire/Safety, and Internal rail and transport operations. |
1996 - 1998 | |
| SCA PACKAGING - Swedish based Fibre products company Director & General Manager, SCA Packaging North West, Wigan, UK. (T/O 35m GBP, 273 people) • Headhunted to turn round and grow Corrugated Packaging Company • Enhanced lowest-cost strategy, achieving first profit in 13 years, 1995, and tough 1996 budget. • 27% increase in productivity in 1995, 16% in 1996, reduced customer complaints by 33%. • Customer development increasing sales 14% with HEINZ, COLGATE and CUSSONS etc. • Achieved first ever 100% sole supply agreement with KELLOGG’S, and moved it into Europe. |
1995 - 1996 | |
| JOHNSON MATTHEY Plc - UK-based precious metals and ceramics company General Manager, Johnson Matthey Print UK, Burslem, UK. (Decals business, T/O £14m, 300 people) • 43% improvement in profit, 12% increase in sales in first year. Developed Export sales to USA. • Resolved very difficult IR issues using high level contacts with GPMU. • Reorganised Sales/Marketing and Technical departments to increase customer focus. 2 patents. |
1993 - 1995 | |
| BURMAH CASTROL Plc. - UK-based Oil, Petrol, and Specialty Chemicals company Operations Director, Sericol Ltd., Broadstairs, Kent - Screen Printing Supplies. (T/O 43m GBP, 600 people) • Improved productivity by 24%, reduced costs by 23% in distribution, achieved true next day service. • World Class Cells, JIT and Kanban, Customer Care in 12 National centres throughout UK. |
1989 - 1993 | |
| WIGGINS TEAPE Plc - Part of BAT INDUSTRIES -UK-based paper products company. Production Director, Samuel Jones Ltd. St. Neots - Self Adhesive products. (T/O £48m) • 20% productivity improvement, 45% reduction in waste, 48% reduction in overtime. • 30% reduction in customer complaints, stocks reduced by 23% Raw Materials and 17% WIP. |
1987 - 1989 | |
| UNILEVER Plc - International Consumer Goods company. | 1977 - 1987 | |
| Works Director, Nairn Coated Products, Lancaster, T/O £20m- Decor Products | 1985 - 1987 | |
| Production Director, Commercial Plastics, Cramlington, T/O £28m - Decor Products | 1984 - 1985 | |
| Three progressively more senior Section Manager jobs in Commercial Plastics. | 1979 - 1984 | |
| UNILEVER COMPANIES MANAGEMENT DEVELOPMENT SCHEME GRADUATE TRAINEE | 1977 - 1979 | |
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