'demonstrated the ability to identify essential projects'; whether business change, people change or capex investment was extremely effective, achieving the accurate balance as project head; between direct involvement and allowing other members of the team to get on with their precise roles, responsibilities and organisational objectives.’

 ‘with a very clear and complete understanding of the flow of product from initial quotation to dispatch and focussing on several key areas namely employee performance, improving procedures for order processing and setting achievable and measurable objectives at each stage of production. Employee performances improved by up to 20% and the company continue to use the new measurement procedures.’ 

'embarking on a program of change, streamlining business processes to increase efficiency while excelling in bringing to the fore the intrinsic value in system re-design and process re-engineering to support this project. Displaying judgement and maturity as an executive team member, the 'Can Do' approach infected the company facilitating the solving of issues not only in manufacturing methods but also in the management and development of people, key to the successful outcome of this program and a significant increase in profitability.’

‘without prior knowledge of the red meat sector; understood very quickly the core dynamics that were driving the company; and the changes required. The approach is one of calm professionalism; ability to clearly communicate thoughts, decisions; and a demonstrable behaviour of inherently involving others whilst enlisting their opinions.’

‘working closely together on a supply chain project within a major aerospace OEM involving detailed management of the technologies and process flows within a warehouse operation, whilst bringing together internal and (competing) external stakeholders to the project. Success of this project came through excellent communication and people management skills, together with sound understanding of the product (critical structural components), program, and strategic objectives of the project.'

‘on all occasions demonstrated an ability to think outside the box, dedicate the right level of effort, know how, resources and experience to complex Global projects that delivered positive bottom line results for all involved.’

‘This work was pivotal in enabling the Engineering Directorate to; consistently and transparently report on the performance of key aspects of its operating model. Fundamentally it bridged the communication gap, within the designed ‘Matrix Model’. The rigour of the process identified inherent problems, facilitating the application of practical problem-solving activities to eliminate them, leaving the Directorate with a robust and inclusive governance process.’

‘The team has played a vital role in developing our techniques, from presenting the concept to launching it and embedding it in everything we do. Our Key Performance Indicators have always been there but presenting them in a visual manner has allowed us our to make informed decisions quickly, spot emerging trends and provide the different parts of our organisation with a greater sense of accountability. The support we have received has been invaluable and has meant we have been able to gain the maximum value from our investment.’

‘This business tool has transformed accountability from functional and support leads. It offers a disciplined approach to focusing on the important and encourages challenge across functions from within the same business unit. I have found the coaching style engaging, utterly professional and personally challenging. Their enthusiasm is infectious, their manner supportive and progressive. Visualisation continues to be a success.’

‘The team were pivotal to the rollout of Visualisation, practical problem solving and LEAN principles within the operations and maintenance teams (1000+).  They quickly got a detailed understanding of the business and the environment in which it was operating which allowed effective coaching and prioritisation of the key business areas and opportunities to improve. The style adopted provided a great balance of challenge and support.  For me one of the key successes is, the techniques and methodology has left a legacy of commitment amongst my team that will allow us to build on these successes created whilst their support was in place.  It has changed the way we do business as we now are seeing significant benefits from it.’

‘Great to see how the robust implementation of this Lean tool has really helped in removing red tape and getting people out of meetings and on their feet dealing with issues.’