Strategic vision and acquisition - Identified and
acquired German utility wind turbine company under threat of closure. Determined
strategy to position company for future divestment by generating cash through
licensing old turbine technology and facilitating the development of new
product that would allow entry into the largest markets, the US, China and
India
International
licensing negotiation - Successfully
negotiated and implemented licencing of old turbine technology to China and
India to enable cash-flow availability for game changing R&D spend
Exit/Divestment
- Significant value added and due
diligence completed for utility wind turbine company, culminating in a sale of
the company to a US Nasdaq corporation – one year after acquisition
Joint
Venture - Negotiated and concluded Indian JV
agreement for manufacture and assembly of wind turbines for the Indian market.
Growth
strategy - Directed operations in electronics manufacturing.
Achieved year on year profit growth from losses to over £12m pa (£60m t/o) with
volume growth from 15k units pa to over 1m units pa. Developed a demand driven enterprise with global purchasing
partners giving lower inventory (15 days) responsiveness to customer demand
(98% on time) and cost reductions (typically 30%pa) by employing continuous improvement, lean manufacturing techniques
and developing strategic partnerships. Also focused on continuity of supply and
risk management; convincing Dell to award global wide contract
People
management – Initiated, sponsored and led World
Class Change Programme resulting in a measured culture of continuous
improvement, an empowered workforce, open communication and increased
productivity. Built strong senior management team. Created a culture of
empowerment to enhance performance and accountability and delight the customer,
meeting the demands of major OEMs (eg. IBM, Dell, Toshiba)
Crisis
Management - As Interim CEO assessed the current
state and prospects of Mobile Application development company following the
departure of the entire executive team. After one month, the Board accepted
Steve’s advice of an orderly wind-down of the business based on limited cash
and a total lack of sales pipeline. On his advice, this curtailed his four-month
engagement.
IT
strategy - Specified and implemented IT &
ERP systems. Established metrics to evaluate organisation performance. Developed
Board reporting pack using business intelligence systems
Business planning - Developed business and financial plan for a number of start-up companies in various sectors
