Expert in Interim Management, Company Turnaround and Related UK / EU Regulations; Major Organisational Change
Expert ID: 728493 United Kingdom
In situations beyond severe turnaround, Expert has obtained significant value for clients with companies in crisis, in bringing organizations into "soft landing" administrations, realizing £'00s Millions of value and preserving thousands of jobs.
Expert has over 40 years of corporate experience to bring to bear on delivering effective executive management. His experience throughout this time has been to take organizations through major change and to encourage the executive team to give clear leadership to achieve the aims of the organization.
Crucial areas f's attention have been establishing the team and the mission for the organization; agreeing on the success criteria organization-wide; ensuring alignment of work, organization structure and reward; emphasizing effective working across functional and geographic boundaries and dealing with the 'soft' issues of cultural change that underpin and secure any change programme.
A rather unusual blend of functional and industry/sector experience gives Expert a very particular skill set that is applied in a highly productive manner. Overall, a collegiate approach is adopted, based on world class training and development whilst at the Mars Group and DEC amongst other international concerns. Expert has considerable experience of working in a number of functions, especially R.& D. (he is a graduate scientist), value added operations, HR (strategic and operational), marketing and IT.
Expert is comfortable managing both generalists and specialists, being able to empathize across a broad range of situations and bringing clarity of purpose in terms to which a distributed, culturally diverse team can relate.
With a real 'feel' for both process and content, Expert can apply his ability to think strategically and deliver operationally to achieve the agreed goals for the business.
The use of various business planning tools has proved successful in a variety of circumstances to focus the work of the company on value added operations only.
The efficient application of resource to the core work flow achieves a 'lean' approach that optimizes the cost base and makes the organization most responsive to meeting customer needs on a timely basis. In linking to the turnaround work mentioned elsewhere, this approach enables Expert to ensure only the necessary costs are applied, ensuring profitable performance at the earliest possible time. In turnaround this also means that Expert takes out the right costs, so that, when upturn comes, they do not have to be put back.
In summary, Expert's businesses benefit from an integrated approach to planning, with intimately linked marketing and operations plans, properly resourced, practical and stretching. Expert has the personal goal of delivering what is promised.
|Year: 1975||Degree: B.Sc. (Comb. Hons.)||Subject: Chemistry and Botany||Institution: Leeds University|
|Years: 1996 to Present||Employer: Undisclosed||Title: Owner / Managing Director||Department:||Responsibilities: Expert works for a Personal Service Company to deliver his contracts for service to clients' organizations. Principal activities are: operating as interim CEO; providing management consultancy, undertaking operational due diligence, mentoring/coaching. Provision of non executive director services.|
|Years: 2008 to 2009||Employer: Sugat Industries||Title: Interim CEO||Department:||Responsibilities: Was requested to achieve a 'soft landing' administration of the company.|
|Years: 2006 to 2007||Employer: PINCO 1555 LTD.||Title: Interim CEO||Department:||Responsibilities: Was contracted to turn the PE backed company around and prepare it for sale.|
|Years: 2006 to 2006||Employer: ADVANCED FLUID CONNECTIONS PLC||Title: Interim Executive Director||Department:||Responsibilities: Was contracted to identify the most effective and timely route to enable the business to continue trading.|
|Years: 2005 to 2005||Employer: TYPHOO TEA LTD.||Title: Interim CEO||Department:||Responsibilities: Was asked by the new owners (private Indian company to provide immediate pre- and post-acquisition leadership to establish the independent business.|
|Years: 2005 to 2005||Employer: LEX MULTIPART LTD||Title: Interim Managing Director||Department:||Responsibilities: Was asked to undertake a company re-structuring, turnaround and preparation for sale.|
|Years: 2003 to 2005||Employer: EASTERN SUGAR B.V.||Title: Interim CEO||Department:||Responsibilities: Was asked to prepare the businesses across 3 EU accession states for market entry, involving turnaround, establishing profitable growth and alignment to effective operation under a tightly regulated EU market.|
|Years: 2001 to 2002||Employer: TOFAN GRUP INTERNATIONAL||Title: Interim President/Director General||Department: Tofan Grup International||Responsibilities: Was asked to deliver a turnaround of a high profile privatised, but publicly quoted, national industry in Romania.|
|Years: 2009 to 2010||Employer: HSBC CORPORATE BANKING||Title: Advisory||Department: Corporate Banking||Responsibilities: Provided reviews of a range of businesses to advise appropriate remedial action to both HSBC and the client business. This included one of the 3 largest sub-marine cable laying businesses in the world.|
|Years: 2010 to 2012||Employer: SUGAT INDUSTRIES, SUGAT REFINERIES LTD.||Title: Interim General Director||Department: Israeli Operations||Responsibilities: Was asked to turn the business round operationally and negotiate a long term energy supply contract via the installation of a new gas power station (110MW).|
|Years: 2012 to 2012||Employer: DEBRECENI CSOPORT||Title: Interim Managing Director||Department: Debreceni Csoport kft||Responsibilities: Provided operational turnaround to a business that had been re-structured non-optimally, from raw material supply through to and including finished goods storage. Also improved gross margins through customer based contract improvements and price increases.|
|Years: 2013 to 2014||Employer: UKRAINIAN SUGAR COMPANY LLC||Title: Interim General Director||Department: Ukrainian Operations||Responsibilities: Delivered a $30M capital project, start-up of manufacturing after several years of inactivity, establishing a share in the national regulated market and supply of raw material from a JV agricultural supply business.|
|Years: 2014 to 2015||Employer: KUEHNE & NAGEL DRINKS LOGISTICS||Title: Interim CEO||Department: Kuehne & Nagel Drinks Logistics||Responsibilities: Dealt with difficult industrial relations and managed the JV shareholders through a difficult relationship. Improved operating performance, set new strategy for the company and delivered the implementation plan.|
|Years: 2016 to 2017||Employer: Rydal Hall Ltd, Diocese of Carlisle, UK||Title: Interim General Manager||Department:||Responsibilities: Turned the business round, re-set strategy and direction, managed the balance between generating profit and being a religious centre, re-structured the management team, improved gross margin at the pricing level, introduced a core change to the IT system to support business growth, introduced the profit centre concept.|
|Years||Country / Region||Summary|
|Years: 2001 to 2002||Country / Region: Romania||Summary: Ran what was the national tyre industry, bringing it from a broken hulk to a value added business that was divested by the investment bank to time.|
|Years: 2003 to 2004||Country / Region: Hungary||Summary: Took independent companies in Hungary, the Czech Republic and Slovakia through turnaround and preparation for competition within the EU regulated market sugar regime.|
|Years: 2005 to 2005||Country / Region: Slovakia||Summary: Returned to run the sugar group for a period as his successor had been tragically injured in a car accident. The objective was to establish the Annual Operating Plan for three countries, stabilise the international executive team and prepare scenarios for alternative futures for the company's leadership.|
|Years: 2010 to 2012||Country / Region: Israel||Summary: Ran the Israeli sugar industry, turning it round operationally and negotiating a new gas power station to supply energy, steam and carbon dioxide to the factory.|
|Years: 2012 to 2012||Country / Region: Hungary||Summary: Turned around the meat processing business.|
|Years: 2013 to 2014||Country / Region: Ukraine||Summary: Delivered a $30M capital project, established supply into the nationally regulated food market and set up raw material supply to the factory via a JV agri-food supply company|
|Associations / Societies|
|IIM; CMI; YABA|
|Licenses / Certifications|
|Training / Seminars|
|Expert has delivered a number of seminars and presentations on the subject of interim management, the market and associated issues. He has also delivered courses on Performance Management, aspects of turnaround management and undertaken a number of years of process facilitation at senior organisational level.|
|Expert is a Director of the Institute of Interim Management. He has a public role to further the interests of the sector and has a good working understanding of the supply side of interim management.|
|Expert is a fully accredited member of the Institute of Interim Management. He has run businesses across a range of sectors including: capital goods; plastics; steel; security; food; FMCG; vehicle after-market; logistics; electronics; cabling; POS; tyre manufacture and distribution; hydraulics; paper products; IT; chemicals; textiles.|
|Other Relevant Experience|
|Expert has experience in working with non Newtonian fluids (e.g. chocolate); flavour and texture evaluation; synthetic polymer chemistry and physics for commercial exploitation and various forms of drying technologies including the use of microwave cavities on a commercial scale.|
|French||Basic skills only.|
Fields of Expertise
corporate turnaround, turnaround, crisis management, cash management, interim management, executive management, business management, conflict management, human resources policy, financial management, emergency management, design management, asset management, change management, distribution management, factory management, chemical management, food product cost reduction, manufacturing profitability restoration management, manufacturing profitability, management, efficiency, cost, engineering management, facility management