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BUSINESS MANAGER (SHELTERS & VEHICLES),

MARSHALL SPECIALIST VEHICLES


November 2007 - June 2011

I headed up of the Shelters and Vehicles business with full P&L responsibility.  I was fully accountable for the business including strategic direction, staff and budgets - £14m for 2011. Primary objective for the business was to develop and maintain excellent customer relationships as this provides stability and long-term work thorough competitive and non-competitive tendering of contracts. I developed a broad customer base to sustain growth.


Our customers include:


Primes -

Thales (UK), Cassidian (UK) (formerly EADS), BAE Systems (UK), General Dynamics (UK), Babcock International Group PLC (UK), Navistar (US), Mercedes (UK and Germany), IVECO (UK and France), Rheinmetall (Germany and Holland), Qinetiq (UK), KBR (UK), Lotus Cars (UK), Lockheed Martin (US and UK), NP Aerospace (UK), Allen Vanguard (Canada), Marshall Aerospace (UK)


Users -

Försvarets Materielverk (FMV- Swedish Defence Material Administration), Deployable Support & Test Equipment Integrated Project Team (DS&TE IPT-UK), Expeditionary Campaign Infrastructure Integrated Project Team (ECI IPT–UK), Metropolitan Police (UK), UK Intelligence Agencies, Defence Equipment & Support (DE&S-UK) Technologies Group, Defence Science and Technology Laboratory (DSTL-UK)


Functionally I developed project management (PM) excellence within the company through enhancement of processes and practices. I also chaired the PM best practice meetings, which also encourages excellence through a forum of discussion for present and future PM issues. For my staff, I help grow to maximize their abilities by talent management which defines long term career progression and agreed training.


To summarise my main responsibilities were:

Growth through existing and new business opportunities.

Create and deliver the yearly business plan.

Excellent customer relationships leading to long term relationships (securing profitable new business).

Actively increasing customer base though maintaining current.

Collaborative working with other Business Managers to develop and deliver excellence in business and project performance.

Growth, recruitment, training and mentoring of project managers.

Support and running of bids.

Regular briefings to staff within the business.

Successful delivery of all contracts (projects and programmes) within the business.

Strategic guidance and change (maintaining current markets and moving into new).

Business resource management.

Attending and presenting at senior management meetings, reporting on the business performance.

Sales and marketing activities.

Commercial collaborative partnerships and framework agreements.


My main achievements were:

Successful integration of project lead organisation (originally functional).

Creation of the “business” including ethos.

Clearly defined and robust project management process.

From a tier 2 or 3 supplier to prime level.

Taking the business from being a supplier of protective workspace to a credible systems integrator (mechanical as well as electrical).

Introducing smart power distribution system to the military including the incorporation of renewable energy from proven technology used within Telecommunication industry.

A strategic plan of the future (5 years) with flow down to sales and marketing.

Having a successful sales team delivering agreed targets consistently.

Marketing effectively with attendance and promotion at relevant shows and events. This also includes myself presenting at certain symposiums during the year.

Development of a very strong and lean team.

Increasing budget every year even in very difficult economic climates (ability to strategically change from one direction to another very quickly but still having control).

Increasing gross margin from 28% in 2008 to 45% in 2011 through efficiency savings in all parts of the business (i.e. proper control of projects, delivering project ahead of time. good risk management, high-quality bid management, and excellent customer relationships).

Increasing customer base from 2 within the UK to 23 which are positioned geographically all round the world.

Initial set up of a Joint Venture with one of the world's largest armouring companies (Plasan) to create Lorica Systems UK Ltd.