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General Manager

General Manager

Work Experience

A GENERAL MANAGER with P&L responsibility and considerable experience in managing change, project management and strategic planning with particular success in improving standards of service, reducing costs, restructuring of branch networks and delivering business growth in highly competitive service sectors.


INTERIM MANAGEMENT
2001- To Date assignments have included

Mossley (Scotland) Ltd- Construction
General Manager for start-up company advising Directors on establishment of Company, development of business plan, identification of customer base, securing opportunities to tender, negotiation of contracts to £50K in initial months trading.

Tenon Lathams- Accountants and Business Advisers
Commercial Manager appointed to resolve and settle Administrative Receivership for specialist contractor. Project managed completion of outstanding contracts, resolved contractual disputes and negotiated settlement of Final Accounts to Value of £300K.

PREVIOUS CAREER

2000-2001 : CAMERON (UK) PLC Specialist supplier/contractor in building conservation and restoration market with T/o of £6.5M and 120 Staff (Nantwich, Uttoxeter, Bolton & Cumbernauld).
Group Commercial Director - appointed to Board to introduce improved commercial disciplines and deliver controlled growth across all operating units of the Group. Developed and implemented strategic review of Scottish Operations, reducing Group overhead costs by 26%. Introduced commercial procedures to improve cash flow and assisted in development of Group restructure plan resulting in sale of business to larger group.

1994 – 1999: SOLAGLAS-SAINT GOBAIN Glass product suppliers T/o £150m UK 2600 Staff.

1996 – 99: General Manager, Scotland T/o £15m 195 Staff.
Promoted to manage and restructure multi-site network into divisional activities in high volume manufacturing, stock distribution, installation and 24/7 rapid response service. Successfully completed on time and within Capital Budget resulting in a reduction from 12 to 3 separate P&L operating units with £1M savings in overheads.
Sales development success included the introduction of ‘value added’ capability to batch manufacturing plant leading to a 20% increase in sales and the establishment of a Commercial Centre to manage new business development within installation sales providing growth of 40%.
Developed and implemented national operating and service standards applicable to 24/7 rapid response service increasing sales by 15% in UK. Managed performance improvement in Scotland and NI sales of £2.2M, reduced customer ‘call-backs’ from 20% to less than 4% and achieved highest gross margin within Group.
Reviewed plant operating procedures and improved on time delivery performance from 79% to 97% and reduced material waste by 29%. Led Purchase Improvement Team for Installation Division, reduced supplier base by over 40% with anticipated annual savings of £400K on £3.7M spend. Led project teams that developed and introduced systems for Benchmarking, KPI’s and Capacity Planning to coordinate performance improvement throughout Installation Division.
Seconded to senior management business review team and developed UK Group 3-year strategic plan to reduce fixed operating costs by 20%. Assisted in feasibility study of £20m T/o Division of Group.

1995 - 96: General Manager, Central Scotland / Business Manager, Edinburgh
Promoted initially to improve profit performance of a business unit – second largest of 9 such units in Scotland / NI. Responsible for 65 staff with a T/o of £3.3m, improved profitability from 3% to 10% nett by the introduction of culture change and successful implementation of customer standards of service.
Improved on-time delivery performance by 100% and won Best Branch Delivery Performance in 1995.
Specified workshop, factory and office requirements for 28,000 sq ft extension to existing 50,000 sq ft facility and co-ordinated construction development team. Managed extensive consultations with TUs and individual employees regarding redeployment and redundancy as consequence of Central Belt downsizing.




1994 - 95: Operations Manager, Falkirk
Recruited to restore profitability of PVCu Windows and Doors manufacturing and installation operations with 48 staff and T/o of £3m.
Reviewed material usage – introduced optimisation procedures, amended production planning and transport needs, reducing operating losses by 35%. Identified and removed production bottleneck giving scope for introduction of second production line. Introduced new productivity payment terms and conditions and increased joints/hr by 33%. Created additional production line to introduce secondary profile supplier and develop new ‘Trade’ market sales of £300K.
Completed review of ‘strategic fit’ within Group, recommended and achieved successful sale of entire operation by June 1995. Handled all Buyer negotiations and TU discussion on transfer of employees.


1992 – 1994: JAMES R KNOWLES INTERNATIONAL £16m Dispute Resolution and Construction Consultancy
Senior Contract Consultant based in Dubai to increase market potential, established potential new client database throughout Middle East in excess of 3,000 related companies within 3 months.
Adapted and presented contract law seminars for the construction industry applicable within the region, including development of in-house training courses, successfully completed numerous seminars and presentations in Dubai, Abu Dhabi and Bahrain.
Prepared extensive technical report to meet critical 2-week deadline and secured $25m oil refining restoration contract for Chinese Government client working from a base in Kuwait. Received further commissions from Client to secure M&E Services package.


1990 – 1992: HAVELOCK EUROPA PLC Retail equipment supplier T/o £55m 780 Employees
Commercial Manager, Project Management Division recruited to new post to improve project management skills and develop new business base. Created new division of 63 staff to design and install total fit-out packages by recruiting key sales, estimating and design personnel. Tendered and negotiated extensively, establishing £3.3m profitable sales in initial year’s trading.
Won and completed first overseas installation contract for DTI in Spain worth £500k.
Developed relationships with construction companies and secured new client base to increase Group-manufacturing utilisation. Introduced new procedures and improved contract management within all Group Companies.


1987 – 1990: ROBISON & DAVIDSON Building Contractors, part of Lilley Group T/o £30m 800 Employees
Area Manager for branch operation of 110 Staff, increased sales from £2m to £6.7m with improvement in net profit from breakeven to 9%. Introduced effective contract administration procedures and expanded business in new private housing developments achieving rapid sales acceleration over 18 months.
Managed special housing construction projects on time and to budget, winning repeat business.


1983 – 1987: G REID & SON Building Contractors T/o £5m
Senior Quantity Surveyor providing QS service and monitoring sub contractors costs. Promoted to manage small subsidiary subcontract company employing 21 staff.

1982 ARGYLL & CLYDE HEALTH AUTHORITY
Six-month secondment as Assistant QS working on refurbishment and new build projects to value of £500K.

1981 LILLEY CONSTRUCTION LTD
Six-month secondment as Site QS for Joint Venture Company on £multi million civils package at Sullom Voe Oil Terminal

1980 SIR ROBERT MCALPINE & SONS
Six-month secondment as Site QS for £1M civils and build package of Bechtel managed £16M project for Beechams Pharmaceuticals Irvine.

QUALIFICATIONS: BSc Quantity Surveying; Member of The Royal Institution of Chartered Surveyors (1986-2000)

COURSES: General Management Development Programme (Solaglas); International Operational Management (Saint Gobain); Leadership and Team Building (Coverdale); Presentation Skills; Customer Service.

PERSONAL: British Date of Birth 21 August 1960 Married, two children Willing to Travel.

PC SKILLS : Word 97; Excel; PowerPoint; E-mail; Internet.




Education

QUALIFICATIONS: BSc Quantity Surveying; Member of The Royal Institution of Chartered Surveyors (1986-2000)
COURSES: General Management Development Programme (Solaglas); International Operational Management (Saint Gobain); Leadership and Team Building (Coverdale); Presentation Skills; Customer Service.



Skills

KEY COMPETENCIES
* Decision Making * Problem Solving
* Leadership * Presentations
* Customer Relationship * Negotiation
* Lateral Thinking * Operations Management


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