Head hunted to transform a development Company into a Commercial reality.
Micro combined heat and power technology, based on Stirling engine principles.
Successfully took the company public (DIS.V) in Feb 2007. Completed extensive Fund Raising initiatives in the UK and North America.
Redesigned bench prototypes into commercial appliances within target cost parameters. Initiated and completed successful appliance field trials with The Carbon Trust.

T/o £80m, business-to-business, industrial products and systems. Promoted to drive profitability and growth while integrating Syltone companies into Gardner Denver, 13 Fiscal entities, 4 Manufacturing sites and 19 Operational locations worldwide, with a substantial international distributor and agency network.
Exceeded budgeted EBIT by 30% and grew 2%, producing significantly enhanced results during a period of intense cultural and business change. Turned around German manufacturing unit from breakeven to 8% EBT following absorption from Gardner Denver. Drove procurement initiatives to improve margins, enhanced manufacturing efficiency and reduced overheads.
Successfully integrated Syltone Transportation Division into Gardner Denver Inc including meeting all US corporate compliance requirements. Implemented new financial reporting and sales/profit forecasting formats.

International Transport Division
Member of the Director team driving shareholder value leading to the sale of the Syltone Group to Gardner Denver LLC for 22 times earnings.
Successfully disposed of French valve manufacturing company through the encouragement of a local management buyout, saving £3.5m in potential closure liabilities.
T/o £63m. Promoted to grow the business.
Consistently exceeded budgeted profit performance.
Established a new operational structure, moving from autonomous units to a single company structure across the European area, responding to market and customer forces.
Reduced costs and overheads by 20% offsetting rise in pension burden.
Reduced headcount by 27% while increasing efficiencies and effectiveness.
Built an effective and synchronous European management team, changing culture from individual silos to a group performance approach, greatly improving international competitiveness and driving enhanced shareholder value.

T/o £10m, bulk product handling equipment manufacturer and distributor.
Selected to turn around the business as an alternative to proposed closure.
Developed and presented a new business plan, gaining Board approval to implement a complete operational and structural change, including relocation and sale of original facilities. Eliminated a 50% product warranty burden.
Developed and launched new screw compressor technology and associated manufacturing capability.
Successfully managed a £5m investment programme turning a £400k loss to £550k profit within 1 year.
Constructed a new factory and relocated the company within 16 months, achieving a 17% overhead reduction.

T/o £11m, petroleum products, loading and discharge equipment.
Promoted to restructure the business.
Successfully managed a £2m investment programme.
New factory constructed and company relocated whilst achieving operational targets, creating a showcase facility for the Group plc board in close proximity to London.
Planned and successfully implemented two unmanned robotic machining cells, achieving a 50% reduction in costs for core products. Consolidated additional products into sister European manufacturing facilities.
Introduced 3D CAD design and manufacturing techniques, with supply chain integration.
Delivered 36 new products to market in 3 years.