General Manager - Weir Valves & Controls Suzhou @ Weir Power & Industrial
Barnsley College of Technology
Pragmatic executive possessing extensive leadership skills and broad business, technical, financial and economic acumen, coupled with rich international business experience. This unique skillset has delivered maximized business performance while successfully offering business solutions that consistently exceed expectations. Business growth specialist who is adaptive to new and changing environments, with a track record in delivering year on year
Pragmatic executive possessing extensive leadership skills and broad business, technical, financial and economic acumen, coupled with rich international business experience. This unique skillset has delivered maximized business performance while successfully offering business solutions that consistently exceed expectations. Business growth specialist who is adaptive to new and changing environments, with a track record in delivering year on year business and operational improvements.
Executive Leadership and Team Development
Global Business Management and Commercial Direction
Revenue Generation, Profit Growth and Turnaround Strategies
Analytical and Strategic Analysis
Contract Management and Contract Negotiations
Business Development and Business Transformation
Project Management and Project Direction
Maintenance and Engineering Services Management
Continuous Process Improvement
Director, GM Operations @ Responsible For:
As Director, GM Operations the position has responsibility for operational excellence & driving growth in bookings, revenue, & operating income while providing Custom Engineered Pump solutions to the oil & gas and general industrial sectors globally.
Development & implementation of the annual operational business plan, including achievement of multi-million dollar P&L & balance sheet objectives.
Driving performance culture across the organization; ensuring an environment where performance is expected, recognized, and differentiated.
Develop & implement programs that provide continuous improvement in the quality of both products and business processes throughout the organization.
Driven growth in new geo markets while growing market share in traditional markets, OE & AM bookings up 19% & 40% respectively, YOY.
Gross Margin improvement of 520 basis points on budget & 330 basis points YOY.
Operating Income improvement of 220 basis points on budget & 160 basis points YOY, with operating margins in the mid-20% range
SG&A reduction of 6% YOY in addition to fixed & variable overhead costs finishing 21% below budget.
Developed & implement process improvements, delivering improvements in OTD. OE OTD in the high 90% range.
Reduced product lead times, OE cycle time reduced 36% & AM cycle time reduced 20% YOY.
Implemented product enhancements with 2 significant R&D projects delivered in 2014.
Recognized for leadership excellence “You certainly stepped forward as a leader this week and shared your many gifts with the group. Your EQ, your insight, your experiences were on display. Your drive for results is showing up in your efforts”.
Recognized for customer focus “I just want you to know how much I admire your competence, commitment, and responsiveness. You are truly a role model for other GM's. You are focused on doing the right thing for the customer and Flowserve”. From February 2013 to Present (2 years 11 months) Toronto, Canada AreaGeneral Manager - Score TransCanada @ Assigned to Score TransCanada operation early 2011 with full P&L responsibility, focusing on delivering business growth following year on year decline from 2008 to 2010.
Responsible for developing business and providing valve solutions to the oil and gas, power and general industrial sectors within Alberta, British Columbia, Saskatchewan and other areas of Western Canada.
Responsible for all business functions, assuming responsibility for all aspects of operational and financial control, budgeting, forecasting and reporting.
Closed 2010/2011 financial year with revenue up 21% on budget and up 112% on prior year.
Established month on month positive cash generation since taking over the role and implemented daily cash flow forecasting.
Successfully completed full management team restructure with new team members heading up the key business functions of finance, sales and contracts, business development and operations.
Accelerated 17 new clients trading with the operation in the H1 period of 2012 delivering 34% of total spend.
Focused on expanding client base as this posed significant business risk, 2011 had 89% of spend with top 2 clients, 2012 H1 had 55% of spend with top 2 clients.
Delivered first API 6A Wellhead Valve order for a major Wellhead manufacturer.
H1 delivered 43% growth on revenue for the same period in like for like trading. From April 2011 to February 2013 (1 year 11 months) Edmonton, Canada AreaGeneral Manager - Middle East @ Assigned to the Middle East operation in April 2010 to instigate a rapid business turnaround program following a period of poor business performance
Key milestone achieved of significantly improving the profit position in 2010
Providing powerful, decisive leadership for all business functions, assuming responsibility for all aspects of operational & financial control, budgeting, forecasting and reporting
Primary responsibility for managing the consolidated business organization through key managers to achieve significant and continuing growth (products, services – organic, acquisition), while enhancing profitability of the enterprise through appropriate measures including effective lean manufacturing & cost reduction programs
Responsible for defining overall management goals and strategies, as well as overseeing all business plans and programs in accordance with corporate objectives
Over saw successful implementation of a new business system (Movex) with go live in November 2010
Responsible for outlining business 5 year growth plans and strategy for all Middle East revenue streams, more specifically Original Equipment Sales and Aftermarket offering
Completed internal re-structure of the Sales Function with the focus now on key Middle East markets and product streams From April 2010 to May 2011 (1 year 2 months) General Manager - Teesside Service Centre @ Full P & L responsibility for the operation which focuses on maintenance and upgrade of Pumps, Turbines, Valves and other associated rotating plant
Joined the business to re-establish the footprint for Weir Engineering Services in what is a key industrial market during the global recession
Key focus on customer satisfaction and increasing spend % with key clients
Responsible for delivering improved customer base (14%) and % spend from key clients in 2009
Implemented a significant change program in the operation focusing on the customer, visual presentation of the facility and elimination of waste using lean manufacturing techniques
Implemented improvement projects to focus on quality and internal processes following issues with a major Nuclear Power Station operator. Success of the project was proven with the Teesside facility being held up as an example of how things should be done and a significant reduction in quality related issues. Key message for the team during the project, “Voice of the customer is key”.
Developed key employees to manage significant clients through empowerment and leadership development
Improved financial forecasting accuracy for the operation
Developed and executed a business down turn plan in response to the global recession with the key aim maintain a stable business ready for growth From September 2008 to April 2010 (1 year 8 months) Divisional General Manager - China @ Responsible for leading & developing 2 teams in China, including a trading company located in Shanghai procuring items on behalf of all Weir Group operating companies & also the manufacturing facility located in Suzhou, providing product for supply to the PRC & export customers
Developed and implemented a plan to transfer ownership of the Trading operation to our sister Division, this was successfully completed in 2009
Facilitated the transfer of management for the Suzhou manufacturing plant from myself to PRC national From November 2007 to September 2008 (11 months) General Manager - Weir Valves & Controls Suzhou @ Appointed General Manger of Suzhou facility 2007, with responsibility for all day to day operations
Delivered 2007 & 2008 results ahead of expectations
Responsible for overseeing 45% business growth from 2007 to 2008, gained product approvals for markets outside North America, achieving approval for PRC facility to supply Valve products for Siemens PG division.
Involved with the integration of the privately owned PRC operation into the Weir Group of companies as a wholly owned foreign enterprise using the Weir Group 100 day integration process
Integration focused on compliance with Group policies for finance, risk & controls, lean manufacturing, score card compliance, QA (ISO9001), environmental systems (ISO14001) and health & safety (Safestart & 18001).
Project management of product integration into PRC facility including manufacturing set-up, supply chain set-up, management & approval (establishing low cost manufacturing)
Cost control, pricing & budget preparation as well as full P & L responsibility
Facility accreditation to requirements of Pressure Equipment Directive (97/23/EC)
Implementation of WPS as acting CI Facilitator
Technical product training to Weir Valves & Controls (Suzhou) Co Ltd & Group Trading Shanghai
Initial role in the business from 2006 to 2007 was as Manufacturing Development Manager From May 2006 to November 2007 (1 year 7 months) Suzhou, Jiangsu, ChinaPrinciple Design Engineer @ Engineering management of major valve projects, inc valve packages supplied to Hitachi Zozen, Fisia Italiampia, British Energy & Dresser
In 2005 I became responsible for developing the project for transfer of Butterfly Valve manufacturing to a Weir manufacturing plant in Suzhou, China
Responsible for design of Butterfly Control Valves from first principles
Development of next generation high performance butterfly valve
Design verification/optimization using ANSYS V9.0 FEA software
Management of high pressure steam test facility for Rolls Royce
Production of detail/arrangement drawings using Solid Edge V15/AutoCAD
Production of 3D assembly & part models using Solid Edge V15
Creation of bills of materials for manufacture using SAP
Creation of valve calculation programs using Visual Basic V6
CAD Administration & Finite Element Analysis implementation
Member of configured products, robust design & continuous improvement team's From March 1997 to April 2006 (9 years 2 months)
BEng (Hons), Manufacturing Systems Engineering, 1st Class @ Leeds Metropolitan University From 2000 to 2003 HNC, Mechanical/Manufacturing Engineering, With Distinction @ Barnsley College of Technology From 1998 to 2000 Andrew (Hons) is skilled in: Continuous Improvement, Lean Manufacturing, Operations Management, Manufacturing, Engineering, Pumps, Energy, Change Management, Project Management, Management, Valves, Supply Chain, Contract Management, Engineering Management, Business Process Improvement
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