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Business Leader

London, United Kingdom
April 29, 2014

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Shahzad Bashir

A dynamic, inspirational, enterprising and results-oriented business leader

with demonstrated capability of setting strategic vision and transforming

it into practical action, delivery and sustainable growth.

A visionary and resolute leader who, by example, drives cultural and

performance changes to achieve business excellence.

Applies strong communication, influencing and negotiating skills to create

lasting high-value customer relationships; and to motivate cross-functional

teams to deliver success within a customer-focused, high-performance,

quality-driven culture.

Career History

Head of Quality, Business Improvement, HS&E & Training - Rolls Royce

(December 2011 to May 2013)

Organisation: Rolls Royce - Aero Repair & Overhaul (AR&O) is a global EASA

Part 145 maintenance repair & overhaul (MRO) facility delivering engine

overhaul, component repair & training services to major airline customers.

AR&O is responsible for the definition of new repair & overhaul processes &

operates the Rolls Royce Part 21 pre-production facility for the Trent XWB

engine programme. (Turnover 300m, 600 people)

Role: To provide leadership in exceeding customer expectations, through the

creation of a working environment conducive to quality, safety & continual


A member of the senior executive leadership team, reporting to the Managing

Director and responsible for Quality, Business Improvements, HS&E, IT and

Training; Providing support to the business through a team of managers, six

sigma BB's/ lean practitioners, HS&E advisors and Quality engineers. Main

aspects of the role include:

. Installing an effective, executive governance structure, operating

model for continuous improvement

. Influencing the functional agendas to support the Business Unit


. Provide Production System support within the unit appropriate to the

Strategic Plan and BPD.

. Ensuring problem resolution processes are effective and champion best

quality practice.

. Devising a strategy of Quality Education for all functions, at all

levels of the Unit.

. Setting the highest standards of compliance to the QMS for self,

staff, and the Unit.

. Delivering an audit strategy that confirms compliance and supports

continuous improvement.

. Responsible for reducing the HS&E impacts of products & processes.

. Managing functional budgets, advising on cost saving / process

improvement initiatives to improve p&l performance


. Implemented strategic governance system for department i.a.w

organisation strategy & roadmap

. Aligned team to areas of the business to act as change agents, provide

education, coaching / support.

. Empowered teams via a Process ownership approach - Assigning ownership

of key processes.

. Successful Implementation of 'Team working' across shop-floor areas

resulting in a network of process champions, HS&E representatives and

change agents across the organisation

. Provided Business Improvement infrastructure & landscape across the


. Extended capability to address non-conformances by training

investigators/auditors from the shopfloor.

. Devised a load/capacity manpower plan for departmental functions;

Championed concept of daily GEMBA sunrise/sunset meetings to ensure

positive accountability and awareness of issues. (SQCDP)

. Successful Implementation of HS&E control book to encourage shopfloor

ownership/ accountability. Production leaders, HS&E representatives &

safety committee members trained to IOSH level.

. Reduced accidents by 80% through robust root cause analysis &

Proactive hazard reporting.

. President's Quality Award 2012, Finalist (HS&E category) -

Implementing an automated oxygen depletion warning system. The

organisation achieved accreditation to ISO18001

. Championed 'community of practice' approach across RR & JV

organisations - to share best practice.

. 80% reduction in customer received defects, 50% reduction in customer

complaints, on time delivery increased from 34 to 96%, double digit

improvements in productivity and delivery performance

. Culture/behaviour improvement initiatives resulted in proactive

attitudes & better employee engagement.

Quality & Business Improvement Manager (Europe), Pacific Scientific (March

2009 to December 2011)

Organisation:- A Part Pacific Scientific/HTL, providing aircraft component

repair & overhaul services from sites in Europe. The scope of work; Engine

Fire Suppression Systems, Oxygen Bottles/Masks, crew restraints.

Role:- Reporting to the Director of Operations and responsible for

maintaining the QHS&E management system. Maintaining airworthiness

regulatory approvals (EASA 145, FAA, AS9100); Providing leadership in QMS,

training & business improvement initiatives; Project Management of new

capability /business development projects.

Achievements:- Successfully managed business improvement initiatives in

line with company values, resulting in 30% reduction in TAT; increasing

daily production & delivery schedule achievement to greater than 95% .

Scrap and rework reduction from 25% to less than 2%. Introduced a proactive

reporting system; strengthened internal audit programme; conducted VSM of

major processes. Project managed new capability / business development


Quality Assurance Manager, AEM Limited (Stansted & Ramsgate) (August

2007 to February 2009)

Organisation: - Part of the AMETEK group. The organisation specialises in

overhaul of aircraft electrical, avionics, safety equipment, landing gear.

EASA part 145 & Part 21, FAA 145, AS9100 and ISO14001

Role:- Reporting to the Operations Director, responsible for developing the

Quality, HS&E and supplier management system, maintaining regulatory /

customer approvals and technical publications across two sites.

Achievements:- Successfully implemented projects including occurrence

reporting and supplier evaluation system; championed the concept of a

'community of practice' across all sites to encourage 'best practise'

sharing; achieved ISO14001 and EASA Part 21 approval.

Quality Engineer, Pratt & Whitney Canada (UK)

(March 2005 to August 2007)

Organisation: - Part of the United Technologies Corporation, specialising

in the overhaul of aircraft engines.

Role: - Reporting to the Quality Manager, responsible for maintaining the

supplier management and internal occurrence reporting system, Conducting

internal audits / risk assessments. ACE CI champion.

Quality Engineer, PCC Sterling (December

2003 to February 2005)

Professional Development

. Six Sigma Green Belt Trained (Rolls Royce)

. HS&E IOSH Trained & Accredited. Site Command & Control Training

. Implementing a Safety Management System (Baines & Simmons)

. IRCA Internal Quality Management System Auditor (JPD Training)

. ISO9001 / AS9100 / AS9110 / ISO14001 IRCA Management System


. AS9100 Lead Auditor (Tec-Transnational)

. CAA Form 4 holder for EASA Part 145 & Part 21G

. EASA Part 145 Training (Baines & Simmons) & EASA Part 21 Sub

Part G - Production (CAA)

. Member of the Chartered Management Institute & Chartered Quality


Tools /Techniques/Frameworks & Methodologies

7 Step Problem Resolution (8D), RCCA, DMAIC, FMEA/FMECA/PFMEA, Pareto

Analysis, Value Stream Mapping, Kaizen, Poke-Yoke, Process Management,

SWOT analysis, Porters Model, PESTLE analysis, EFQM


2010 - 2011 Level 7 Award - Strategic Management & Leadership, Chartered

Management Institute.

2000 - 2003 BSc (Hons) Aerospace Technology with Management,

University of Hertfordshire.

Degree course balanced to focus equally upon the technical and engineering

disciplines within aerospace design, manufacture and business management

functions. Dissertation: Development of a commercial UAV system.

Personal Details

Nationality: British National

Insurance: JL 36 61 57 B

Sex: Male Marital Status:


Date of Birth: 26 March 1977 Drivers License:

Full UK

Contact Details

Address: 1 Cartmel Place, Telephone:


Derby, Derbyshire (Mobile):


DE3 9DU E-mail:


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