Role – to programme manage three major £multi-million contracts and to act as Consultant on operational performance.
• Took ownership for all aspects of these programmes. Develop a deep understanding of the drivers of revenues and risk; undertake planning, logistics, resources, negotiation & budgeting, monitoring and performance against plan. Assign resources, lead and manage a team for each of these projects. Provide continuity and consistency in all aspects of the programme utilizing and enhancing RS business standards and procedures.
• Continuously review the programme deployment cycle in order to share key risks and solutions and best practise knowledge across other areas. Manage escalation and cascade of issues, risks and requests for change knowledge
• Liaise and manage contracts with suppliers and associated sub groups with appropriate timescales for deliverables.
• Communicate directly to key stakeholders, and report weekly to Programme Director and monthly to the Board.
Reason for leaving: Declined extension after achieving goal, to secure a full time role in a strong business culture.

Role – to review, restructure and implement a change programme on the supply chain & procurement department.
• Work with the Change management team to inspire and engage people to ensure successful implementation of programme deliverables on time, to budget and with new performance and milestone measures.
• Installed management controls on the supplier base for warranty, supply chain and purchasing procedures.
• Identified and agreed key resource requirements to and from the central programme office to help support deployment of the change programme and its project deliverables for the future.
Reason for leaving: Delivered what was required and on time but had then committed to work for Raytheon.

Role – as Director of Logistics I facilitated the transition of IEC Japan as a worldwide freight logistics service. As Consultant I provided Supply Chain and Logistical solutions to support Concept Sports Ltd, Toshiba Hydro and Sumitomo projects.
• Concept Sports International. Working directly with the European Events Manager for the transition of warehouse facilities from the Far East & Australia to a new but centralized distribution & warehouse facility in the UK with European hub and distribution networks.
• Toshiba Hydro Corporation. Reviewed and directed the transition from the then current provider to a new partner and distribution facility. Led negotiations with key stakeholders and commercial departments to change the shipping and contract terms, resulting in a reduction in distribution costs and over 90% on time incurred penalties.
• Sumitomo Sumitrans Corporation Delivered a Logistical Programme for worldwide transportation & warehouse network service specific to their requirements. Resulting in IEC Japan becoming primary agent worldwide for non-routed products accounting for 25% of all cargo moved by Sumitomo Corp.
• For IEC Japan I reorganized the Company structure and resources. Renegotiated directly with air, sea and land carriers new freight agreements and tariffs. Initiated and managed a worldwide network of supporting freight agents and services. Developed new project procedures and increased revenue, lowered debt and increased profile.
Reason for leaving: To travel to New Zealand to see friends and my ‘in-laws’, then return to work as a consultant in the UK.

Role – To develop and enhance the AOG (Aircraft on Ground) supply chain and shipping network serving the North Atlantic Division of the Qantas & Malaysian Airlines under sub contract management to B&H Worldwide.
• Responsible for optimizing worldwide connection resources, tightly monitor shipping & procurement costs, accurate inventory and receipt of goods in a time controlled environment and meeting despatch lead time requirements.
• Contract & logistics solutions for programme – principle negotiator on behalf of the business on major commercial issues, resolution of commercial terms & change orders to all freight carriers and partners within the service.
• Working with military and industry partners, to develop and implement a cost effective end to end supply chain capability – a key aspect of the service provision requirements for on and off aircraft delivery activities.

Role –To manage the UK supply chain, warehousing and freight logistics for the Korean based purchasing department in the movement of equipment to Libya for the US$4 Billion Great Man Made River Project.
• Directed and developed a logistic process to transition and consolidate project equipment to centralised warehouses in London and Antwerp. Ensuring the effective control of a wide range of equipment to Libya by Lo-Lo, Ro-Ro, LCL, FCL, Conventional, Out of Gauge, Ship and Air Charter, Road haulage and cross trading.
• Increased freight transport effectiveness and management through, manufacturer accountability, equipment stock control, agent, tariff and shipping management so that operational milestones & costs were more controlled.
Reason for leaving: Project was nearing completion and I was asked to develop the Supply Chain contract with Qantas.

Role – To formulate an analysis and proposal for a Container monitoring system throughout the European Union.
• Market analysis of Container movements throughout Europe with volume control, area definition, transport and storage links. Negotiation with other EC Offices to accumulate IT data for a universal system of container control

Role –To work in each Division of Exxtor to deliver a transition analysis report to the Group Directors for Board review.
• Provided an end to end management review of each of the Groups UK activities with a view of transitioning these services through relocation to one site with recommendations on supply chain logistics and resources.
Reason for leaving: To attend University