Career History

Procurement Support Team Manager (Interim) – Babcock M&T – October 12 to present

The team of 12 is responsible for M&T processes and procedures, parts creation, technical support, data analysis, sustainable procurement and reporting, supplier management including audit, quality, risk management, anti-bribery and corruption legislation, etc.

Supply Chain Master Data Project Manager (Interim) – Babcock M&T – July 12 to October 12

I lead a project which aligns the master data of Babcock Marine & Technologies six operating companies. This has involved reaching agreement through workshops despite some significant changes in some areas.

Transition Manager (Procurement) – Interim – Serco Ltd – May 12 to June 12

The assignment was originally for a 3 week period to put in place a fuel management programme. This was then extended to put in place various procurement contracts including fuel with an annual value in excess of £10M.
Contracts have now been put in place against a very tight programme and a difficult negotiating position which are low risk and have achieved savings over £260K with a long term saving projection of over £1M.

Sustainable Procurement Project Manager and Category Manager (Interim) – Babcock IG, Plymouth – May 10 to April 12

Responsible for introducing a coordinated approach to Sustainable
Development as well as introducing an understanding, culture and
changes to processes / procedures which support Sustainable
Procurement. Having established a business case which meets current
business drivers (which includes cost and risk reduction, business
development opportunities and satisfying a demanding customer’s
requirement) I facilitated business unit buy-in and a group
understanding of Sustainability which includes the consideration of
sustainable options and embedding this in our “business as usual”
processes and decisions. The company has been working towards Level 3
of the government’s flexible framework and the current expectation is
that we will achieve this by June 2012.
In addition to the above responsibility (which was an initial 6 month
Interim role) I covered a vacant Category Manager position. In this
role I have launched a tender process covering 32,000 parts with a
£16M PA spend and we are currently in the process of delivering a
targeted £500K saving.

Supply Chain Director – VT Education & Skills – January 07 to April 10

Reporting to the MD and leading a team of 26 (initial team size was 2) with an annual spend of £90M
across both the public and private sectors. Major spend areas include construction, facilities management,
indirect materials, IT, Education support, training, property management, and recruitment. Key
achievements include:

Significant contribution to the turnaround of a failing business
Introduction and development a number of key supplier strategic relationships
Delivering certified hard savings of £2.9M (to date) for FY 09/10, £3.4M in 08/09 and £1.3M in 07/08
In addition to the above certified cost avoidance in excess of £2Million has been delivered
As a result of this the cost base has been reduced (year on year) by over £7Million
Reduced the number of properties from 149 in July 06 to 59 (current)
Establishing and introducing metrics and common efficient processes
Leading the successful integration of VT Flagship into VT E&S
Introducing a supply chain shared service into VT E&S
Introduction of category plans to guide and manage strategy and targets
Reduction in vendors from 18,000 (August 2007) to 3,200 (current)
Fleet Heroes Award 2008/9 for grey fleet carbon emission savings

Procurement Executive – VT Education & Skills – January 06 to December 06

Reporting to the Finance Director my key objective was cost reduction and efficiency improvement through
the introduction and ongoing management of a supply chain function and effective property team. Key
achievements include:

Certified hard savings of £1.8million.
The set up and management of a number of strategic supplier alliances
Reduction of the property portfolio from 149 to 90 plus the resultant reduction in office management headcount (year on year reduction of approx. £4million)
BSF Greenwich – drafting and managing of tenders, various contracts, procedures and initiatives in accordance with EU Procurement rules on behalf of the London Borough of Greenwich Council.

Procurement Director – Airtanker Ltd – September 04 to January 06

Reporting to the MD the key objective was to introduce an effective professional supply chain function capable of satisfying the scrutiny required in a £10Billion plus PFI process whilst delivering cost reductions. Key achievements include:

The set-up, management and hand-over of an effective function in 16 months (initial team was 3 bid/ commercial managers, none were in the final team)
The initiation and completion of a cost reduction exercise which achieved a £113M price reduction on a
£1 Billion plus spend
I negotiated and agreed contracts covering aircraft maintenance, training and aircraft support valued at
£350M whilst managing a team of 6 supply chain professionals who covered the remaining spend
The contract is now in place and in the implementation phase

Group Procurement Director – VT Group – December 02 to September 04

My key objective was to raise the profile of the Supply Chain function through the development of group
wide indirect spend initiatives. Key achievements include:

The introduction of procurement onto the board agenda of VT Group business units
Business Unit support in setting up functioning procurement departments
The setting up of various supplier strategic alliances
£4.96M savings on a £69M spend

Director of Procurement – VT Shipbuilding – October 96 to December 02

Responsible for the management of the Shipbuilding Supply Chain function (including stores / material
control) and through life support. Managing a team of 35 with an annual spend of £150 million (average).
Key achievements include:

Savings averaged 7% on ship / major projects and 11% on indirect spend
The introduction of effective procedures, KPIs and metrics
A major contribution to the winning of business through the strategic management of major suppliers
Reduced the stores from 26 locations to 3
Managed the negotiation of the contracts associated with the successful move of the business from
Southampton to Portsmouth

About Me