Leading direct sales and distribution organisation for selling high precision motion control products and piezo ceramic materials to Semiconductor, scientific instrument, photonic and electronic industries.
Organisational development to deliver pro-active sales approach in new markets.
Developing strategic plan for portfolio expansion in new markets and new products.
Development and roll-out of new pricing models and interco. processes

Led a £25M+ dual site manufacturing businesses of 300 people in UK for CeramTec group following the divestment of this business, reporting to CEO based in Germany.
Delivered sales and profit in excess of CeramTec acquisition model.
New business opportunities converted in Medical, Electronics and Instrumentation.
Completed carve out (IT, Finance, CRM etc.) from Morgan to budget and time.
Designed and implemented engineering graduate development programme.
From March 2019 to May 2020 I was also responsible for re-organisation and management of a sales organisation of 30 people across Europe selling into diverse markets including Defence, Healthcare and industrial contols for multiple other CeramTec and ETEC manufacturing sites in Germany (Vice President-Sales, €125M revenue)

Led a £40M+ (~500 empl.) group of businesses in UK and USA with full Strategic, Sales and P&L accountability including turnaround of loss-making US business.
· Definition and implementation of UK manufacturing strategy.
· Major contract wins in Aerospace, Instrumentation and Automotive.
· Business lead for divestment of UK piezo business by Morgan to CeramTec for £47M in March 2017

Short period (prior to re-org) leading a £50M+ cluster (6 sites in UK and Germany) with full P&L accountability (Sales, manufacturing, HR, R&D, EHS, Quality)
Business Development Director Europe – Jan 2015 – Nov 2015
Market Development for Thermal, Carbon and Technical Ceramics divisions.
Development of Marketing plans, funnel and BD practices for each division.
Generated significant additional funnel for Automotive heatshield business.

P&L responsibility for the two businesses and their strategic direction and operational performance.
Continued double digit growth of Sensor and Transducer business.
Developed and implemented new profitable growth strategy and Business Development practices for Rugby business.
Re-organised and strengthened management team for Rugby business.

P&L responsibility for the two businesses and their strategy.
· EBITA growth from £4M in 2009 to £8M in 2013.
· Developed profitable growth plan for Ruabon incl, organisational development.
· Increased new business pipeline for Southampton business to £7M.

P&L responsibility for the business (t/o £5M in 2001, growing to £11M in 2010)
· Continued profitable sales growth in parallel with shifting from commodity type applications to higher value-added niche applications in sensors and transducers.
· Progressed EBITA% from low teens to 30%+ with high cash conversion.
· Successfully integrated and relocated Philips piezo ceramic business.

Business Development Manager 1999-2001
Achieved 50% sales growth and led development of new manufacturing strategy and investment for manufacturing piezo components for ultrasonic parking sensors.

Graduate Leadership Programme: Various engineering positions and management training. Worked on various process engineering activities including improvement of lapping and polishing, automatic inspection, CNC grinding and plastic insert moulding processes.
Interests: Regular travel with my family, golf, water-sports, skiing, snowboarding and supporting my daughter’s football team as a volunteer coach.