Interim General Manager / Managing Director - Robert
| Summary |
A highly qualified, very experienced multifunctional General Manager. Cranfield Business School MBA. Also B.Sc.(Hons) - Chem. Eng. Early manufacturing career to Board level. 18 yrs as General Manager - 13yrs as CEO. Powerful delivery record in change management and business development involving public and private sectors. 8 yrs consulting/Interim Management. A pragmatic strategist impatient of buzzwords, he prefers solutions to labels. At ease at all levels with a breadth of personal experience and accountability in change management, he is a versatile heavyweight with a light touch. |
| Professional |
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| Key Interim Management Assignments |
Clients and Roles 1996-2005UK and Europe. Industries include Engineering, Manufacturing, Metalworking, Heating, Refrigeration, Joinery, Rail Transport, Telecoms, Hotel & Catering. General Management capability has enabled functions as Interim General Manager, Interim Managing Director, Project /Programme Sponsorship, Financial Appraisal, Marketing Strategy, Supply Chain Development, Strategic Asset Management. Assignments have been both Consultative, at strategic and process levels and Interim Executive, where status has ranged from Business Development Manager to Project Manager, General Manager and Managing Director. LUL/Infraco SSL/ Metronet Rail Ltd.Following earlier work with London Underground Limited, was invited to assist in the "shadow running" process preceding ownership transfer under the Public Private Partnership. Initially engaged for 3 months to drive through specific complex projects involving Track and Civil Infrastructure, there followed a series of 6 separate assignments totalling over 30 months, each requiring the general management of multifunctional teams covering technical, financial and operational aspects. These included evaluation and development of safety critical overhaul processes in the Engineering Workshops, specification and delivery of track requirements for a cold weather performance upgrade, and a specification and sourcing project for total infrastructure survey. An assignment to develop a management process for scoping and controlling "soft", mainly knowledge based projects, resulted in engagement to undertake general management and delivery of a £7M programme of such tasks through the final ownership transfer period. London Underground Ltd.Engaged to assist with asset planning and development as LUL prepared for the massive changes involved in the approach to the Public Private Partnership arrangements. Initial assignment delivered project definition and financial appraisal, directing project management and asset development planning. Succeeding assignments became consultative, assisting with definition of requirements for cultural change, including training, and advising on practical requirements for organisational change. Vodafone.Business Process Re-engineering - Project in the Procurement and Supply division of this fast growing Telecoms business. Client implemented proposed changes to general management and supply chain structure. Morice SA (Lyon).Commissioned to undertake a UK market survey including quantification, competition, pricing, product and support package, for a significant French manufacturer of commercial & domestic catering equipment. Strategic proposals resulted in extensive change to client`s business development plans and product specification. Was invited to undertake personal role in UK product introduction on completion of modifications. Lincat plc.Engaged as Interim Managing Director, Colbrook Equipment Ltd. General Management role to sort out and to sell this subsidiary operation. Duration 5 months - sold as going concern. Falcon Catering Equipment (Glynwed PLC):Consultant - Overseas Market Strategy and Distributor evaluation. Additionally: Business acquisition / equity search on own and other private investors behalf. |
