-Commercial/ Technical Aviation expertise -Operational experience within a results driven environment -Business development, building long term partnerships -Cross-functional roles and experiences that have given a strong knowledge base and understanding that can be applied to any situation. -Self disciplined with strong leadership, management and motivation skills. -High commercial awareness. Experienced and successful contract negotiator. -Strong communication skills in training, presentations and project planning. -Accustomed to working under pressure to meet challenging targets . -Statistical analysis ability. Trained and experienced in Lean and Six Sigma process improvement tools and techniques. -Process Flow/Capacity analysis. -A change agent with the ability to encourage and enjoy change. -Proven leader with vast experience in business and commanding British Army troops in Northern Ireland and Bosnia -Highly developed interpersonal and team building skills

Director Business Development @ From April 2013 to Present (2 years 8 months) Senior VP Material Sales @ - Lead global sales team with offices in Asia, Europe and Americas. Fully responsible for all Used Serviceable Material (USM) sales. Developed Global sales plan and managed external and operational regional sales team, resulting in an increase in sales revenue from $14M to $73M. Targeting $103M in 2012. - Managing team responsible for all aspects of the engine ‘part-out’ process. This includes the pre-purchase assessment of the engine assets, selection of MRO, disassembly process, repair vendor selection and piece part repair management. - Personally negotiated preferred material supply agreement with GEAM and LHT positioning TES as preferred supplier on CF6 and PW4000 engine material. Estimated to be valued at $50M+ in 2012. - Successfully introduced a brand new engine product line of the CFM56 engine into TES. - Selected, developed and built strong partnerships with global MROs disassembling 57 engines in last 24 months. - Personally manage the complex commercial relationship between MROs whom can be both supplier and customer at the same time. - Instigated vendor management project to optimise repair investment, estimated to be $26M in 2012. This has resulted in increased repair yields, consolidation of vendors, repair cost deflation and introduction of key performance measures to monitor vendors. - Negotiated multiple repair vendor contracts. - Lead change management project to improve integration of engineering consultation service, lease engines and material sales; resulting in combined ‘platform customer’ contracts, integrating all services valued at $24M over next 5 years. From July 2009 to April 2013 (3 years 10 months) BridgendSales Support Director @ - Leadership of commercial contract for Eastern Europe and Middle Easter customers for GE Aviation Actively lead the campaign process. Developed the campaign strategy resulting in eight separate proposals for long term contract, worth in excess of $600M. - Responsibly for profitability of GE Aviation contracts with in the region. - Development of Contracts (Letter agreements and General Terms Agreements) for the sale of new commercial engines, worth over $1Billion, covering all commercial terms from engine sale through future special guarantees and OEM support. - Negotiation of GE Aviation Service sales including long term “Maintenance Cost per Hour” (MCPH), “Time and material” engine repairs and engine component repair contracts. - Strong understanding of commercial modelling/accounting principles. Identified a flaw in the modelling of exclusions resulting in potential multi million risk to GE. - Built strong relationships with GE sales deal team and with external customers. Demonstrated technical expertise by explained the intricacies of GE products to customers. From February 2008 to July 2009 (1 year 6 months) Customer Program Manager/ Managing Director @ -Implemented managed material agreement at Thai Airways site for the component repair of CF6 and CFM engine parts. -Competed site closure program of Engine maintenance facility. -Successful application and negotiation with Thai Government Board of Investments (BOI) to gain licence for Bangkok operation -Recruited and managed staff. -Managed cross functional global team to resolve complex legal/ financial problem -Built relationship with customer MRO shop (Thai Airways) -Managed the aero engine component repair process. Achieving 52% increase in sales value per shop visit. Resulting in organic growth in sales revenue +$2M in 2007. -Management of Technical Assistance Agreement, that passed on GE technical expertise on to customer to develop in-house component repair capabilities. -Developed IT system to manage the customs documents -Developed Key Performance Indicators (KPI) with customer -Six Sigma-Completed 2 cost saving projects -Collections- Took leading role on collection GE Aviation in Thailand. Reduced Past Dues receivables by 93%, $7M to $0.5M at year end. Implemented a new customer process to expedite the payment process. -Material Sales- Worked to evolve predictive modelling of sales through the year. Resulting in Q4 estimate being with in 6% of estimate. -Managing Director of GE Aviation legal entity in Thailand.. From 2006 to 2008 (2 years) BangkokRegional Team Customer Program Manager (Asia) @ Commercial Leadership • Member of Site GM’s management staff. Responsible for all aspects of customer aero engine overhaul from removal to redelivery. Leader of ten person commercial team with business ownership of forecasting, cost estimating, new sales proposals, warranty administration, and revenue collections. • Lead the team that contributed $278M in Sales revenue, 60% growth in 2005. •Customer invoice review, resulting in adjustments which have added $105K in direct operating margin in 2002. Negotiated on warranty terms, reducing GE liability by over 90%, $600K to $58K •Works closely with Sales team to develop new business •Invoice clearance and Dispute resolution. Co-ordinated approach between all business departments to swiftly resolve customer problems, resulting in a reduction of receivable issues by 80%, reducing outstanding balances by $4.5M and zero aged customer disputes •Successfully lead technical and commercial negotiations Team Performance/ coaching •Worked to develop strategic vision. •Responsible for the team metrics and performance. •Member of skills/performance assessment team during workforce reductions •Key member of global customer team, working with cross functional team to bring customer satisfaction, for all regional accounts •Mentor for leadership program and other staff development •Identified limited commercial understanding is some areas of business. Initiated commercial training package for key staff •Mentored/Coached employee to take on Regional team leader role as succession planning. Projects Work •Lead site wide cost reduction project returning base to profitability •Completed several six sigma projects. One reduced average days to pay by 83, resulting in $454K in working capital savings per annum. From January 2001 to April 2006 (5 years 4 months) Cardiff, United KingdomShop Operations Manager, CFM 56 @ Responsible for production schedule and production management for aero engine service shop, with in excess of 180 engines per year. Responsible for engine redelivery performance. Implemented new milestone process with controls to allow full disposition of all engine hardware. Reduced process times from 30+ days to a stable operation of 14 days. Coached and developed teams. Implementation of 24-hr disassembly cycle. Introduced new processes including: - Production control methods and communication systems - Customer component defect reporting process, increasing customer awareness whilst reducing financial risk to business Designed tooling for disassembly, reducing strip damage by $480K per annum. Cleaning Bay Project- (Major project carried out whilst still carrying out regular work duties.) Provided leadership to critical chemical cleaning line and crack detection project for new facility. Including: - Facilitated an Action Work Out to design shop layout for flow technology. - Compiled and refined specification and tender document. - Included new technology that reduced heating costs by 34%, and chemical degradation by 70%. - Chaired cross-functional tender review team to select and award contract. - Responsible for financial control of $4.2M budget. - Project management of installation of plant. Including co-ordination and control of 4 main contractors, which resulted in attaining Management award in recognition for this work. From July 1999 to January 2001 (1 year 7 months) Cardiff, United KingdomSix Sigma Black Belt/ New Facility Project Leader @ Project Manager / team leader for cross-functional team for GE90 assembly/ disassembly move to new $19M facility. Lead Action Work Out to design overall layout for shop and for individual sections Executed WIP and physical move plan to move 15 GE90 engines in work The move of the shop was completed without a single lost day in production. Provided manpower/ capacity study for business leader Lead organisational change through education and mentoring projects. Successfully completed several process improvement projects Closed projects with savings in excess of $750K in savings in 1998 Identify and manage resources required to successfully execute projects regarding process improvements. Developed best practice sharing with sister Accessory shops. Lead team development for self directed teams Assist business in achieving cycle time goals through the use of Demand Flow technology tools Provide necessary training and lead change activities to achieve improved process flow From June 1997 to June 1999 (2 years 1 month) Cardiff, United KingdomBritish Army Officer -Captain @ Technical Adjutant/ Operations Officer Responsible for all planning and implementation of operations in UK and abroad, of digital communications network involving over 300 people and 100 vehicles Maintenance responsibility for of £30 M of technical assets Equal Opportunities Officer Communications Operations Watchkeeper (Bosnia) Responsible for condition monitoring of critical communication installation in British sector. Regimental welfare officer Unit Press officer dealing with journalists and press releases Assisted in planning and implementation of communications networks Reconnaissance officer Provided leadership, career development, and training for 47 supervisors and technicians. Planning and siting of communication assets, including cellular and satellite networks Responsible for finding and siting, suitable locations for Armoured Division Headquarters Platoon Commander, Counter Terrorist Commanded and trained soldiers who were unfamiliar with infantry tactics for counter terrorist operations in Northern Ireland Identified problem areas and developed training packages and operating procedures to overcome weaknesses Directed the daily work activities of 39 supervisors and technicians Management of complex telecommunication vehicles and equipment Planning and execution of individual and group training Highly successful in independent field command Developed motivational skills From May 1992 to June 1997 (5 years 2 months) Various Global

Certificate of Business Administration (MBA), Business Administration and Management, General, Pass @ University of Wales, Cardiff From 1999 to 2002 Bachelor of Engineering (BEng), Engineering/Industrial Management, 2-I @ University of Warwick From 1989 to 1992 A levels @ Norwich City College From 1986 to 1988 Secondary Education @ Thorpe St Andrew's From 1982 to 1986 John Speake is skilled in: Aviation, Aircraft, Aircraft Maintenance, Aerospace, Airlines, Airworthiness, Commercial Aviation, Avionics, Flights, Aircraft Leasing, Aeronautics, Helicopters, Aircraft Engines, Civil Aviation