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Managing Director

Managing Director

Work Experience

INTERIM CAREER

HALLMARK UK OCT 99- AUG 2000
Hambledon Studios, £25m UK subsidiary of the £4B Hallmark USA, multinational greeting card, stationery and creative play products manufacturer.

Interim Managing Director
Recruited to improve growth and profitability through major creative product development, re-branding, cultural change and trade marketing pending a major restructuring. Full P&L responsibility for £25m/100 headcount operation focused on the UK wholesale market.
· Reduced operating costs by £1.4m and working capital by £6m.
· New strategic plan developed to support the recently integrated Hallmark Group.
· Major NPD organisation and process re-design project completed, reducing time to market by 25% and imroving creative output.
· New brand strategy developed to leverage the Hallmark brand in the wholesale channel and reduce SKU’s by 20%.

BRADGATE TEXTILES, DIVISION OF MELTON MEDES GROUP MAY 99 – SEPT 99
Interim Chairman
Five month full time interim management assignment as Chairman of Bradgate Textiles, £15m UK subsidiary of £150 Melton Medes group, UK market leader in the Home furnishings/bedding/baby seat mail order sector.
· Covering for the Managing director, temporarily absent through ill health.
· Major strategic review and cost reduction/Downsizing programme implemented following the loss of a major profitable customer (20% of sales)
· Secured additional £0.5m of financing from banks to cover short term cash flow issues.
· Project managed the planning, system preparation and training stages of an MRP2 implementation.
· Set up cultural change programme.
· Senior team personal development programme.
CORPORATE CAREER
FINE DECOR NOV 97 – MAR 99
£30m UK subsidiary of £100m Canadian PLC, market no 2 world-wide, manufacturing mid-market wallcoverings, bedwear and fabrics, distributed through UK DIY multiple retailers, retail independents, wholesalers and export distributors, 45% of sales to export markets.

Managing Director
Hired to improve growth and profitability through major manufacturing modernisation, product development and cultural change. Full P&L responsibility for £30m/350 headcount operation.
· Identified major concerns in financial reporting, management competency and strategic positioning which converted the role into a major survival and turnaround remit.
· Developed strategic plan and new management team to restore profitability in a downsized business.
· Reduced sales break-even point from £38m to £27m.
· Reduced inventory from £14.5m to £9.5m and raised service levels from 88% to 96% through improved supply chain management processes.
· 35% headcount reduction and re-negotiation of employment contracts in a heavily unionised environment
· Implemented major “Activity based costing” and “Shop floor data collection” projects implemented to identify customer/product profitability drivers as part of an overall performance measurement system development.
· Developed strategy for radical repositioning of the product range to target new distribution segments and reduce SKU’s by 20%.
· Negotiated £1.2m of savings through renegotiation of major supplier trading terms
· Due to the parent company filing for Chapter 11, I was involved with KPMG in putting the business into administration and eventually receivership.

DUNI UK LIMITED 1994-97
UK subsidiary of £480m market leading Swedish multi-national focused on branded disposable tableware products. Distribution profile - 50% retail grocery multiple, 40% catering wholesalers/distributors, 10% export.

Managing Director
Headhunted to restructure declining business and establish a strategy for profitable growth, putting in place the necessary culture, management processes, information systems and management competencies. Full P&L responsibility for £32m/320 headcount.
· Recruited/developed new management team equipped to drive change and growth.
· Financial achievements:-
· Increased UK sales from £22m to £32m
· ROS increased from -3% to 5%
· ROCE increased from -6% to 12%
· Led profitable disposal of £11m wholesaling division and acquisition of £15m manufacturing competitor supported by Lazards, Freshfields and Coopers & Lybrand.
· Directed £4m restructuring programme post acquisition to build growth platform:
· Integrated two remote manufacturing/distribution sites in Runcorn and Dunstable.
· 30% headcount reduction in a heavily unionised environment.
· Rationalised manufacturing processes and out-sourced, reducing ten processes on two sites to six located on one site.
· Reduced five warehouses to three; 40% reduction in inventory.
· Rationalised and repositioned brand portfolio; reduced product range complexity by 45%. Branded sales grown from 25% to 75% of sales, 25% private label
· Personally led structured culture change programme; united two diverse companies, improving the capacity to change.
· £1.1m IT system upgrade - going live early 1998 with Kalamazoo “Answer” software.
· Introduced modern brand, trade marketing and business account management disciplines. Instigated major ECR/category management project with multiple retailers.
· Participant in £4.5m McKinsey supported European supply chain reengineering project.
· Introduced comprehensive key performance indicator infrastructure based on the “balanced scorecard” technique.

BEROL LIMITED 1988-1994
US owned multi-national writing and colouring products company. £100m T/O.

UK Sales and Marketing Director
Recruited as Retail Sales and Marketing Manager; promoted to the board within 12 months.
· 16% sales growth to £21m through retail, industrial and education channels.
· 5% to 15% ROS improvement in last three years.
· Introduced modern brand, category management and national account management disciplines; led 45 strong team focused on Retail, Commercial and school distribution.
· Led major brand strategy review, NPD, packaging and retail distribution programme.
· Member of £3.5m competitor acquisition team, followed by full integration of three manufacturing sites into one.
· Prepared company for sale in an investor owned environment.

EARLY CAREER

Marketing Manager Cambridge Nutrition 1986-1987
Group Product Manager Coloplast Healthcare 1985-1986
International Product Manager Smith & Nephew Healthcare 1983-1985
Product Manager Johnson & Johnson 1979-1983
Sales Representative Néstle 1977-1979


Education

BA (Marketing and Economics) Strathclyde University, Glasgow 1974-1977
MBA (E-Commerce) Liverpool Business School, John Moores University 2000-2001


Skills

Business leadership, Change management, Strategic Sales and Marketing, Business acquisition and integration, E-commerce strategy

Languages

English

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