Sales Engineering

Mark M Grimley IEE, MISM

+1-978-***-**** *****@*******.*** www.linkedin.com/in/markgrimley1/

A dedicated Senior Executive specialising in Operational Excellence, Strategic Leadership, Engineering Product Development, Business

Recovery and Cash Performance, Lean and Manufacturing Improvement, and Health and Safety continuous improvement. With Vision and

Ability to overcome day to day complications.

Over 20 years of Senior Management experience my career has encompassed driving change for both large and small Engineering, Industrial and

Manufacturing Companies and I have shown dedication, accountability and commitment to results, gained through senior roles and serving as an

Officer in the British Military.

Proven track record has been gained through a variety of manufacturing and industrial assignments both nationally and internationally. These

assignments range from high to low volume manufacturing to $6 billion projects including the concept, design, build and commissioning of sites

and equipment for the tyre and rubber industry, nuclear power stations, and key manufacturing areas.

Skills

Business Recovery and Growth Improved Cash Performance Introduced Robust Matrix and KPI inc Lean

Engineering Product Development Continuous Business Improvement Instigated Production Scheduling and S an OP

Internal and External Training Visiting and setting up Partnerships with Suppliers Overseas Lead for Six Sigma and Lean

Lead for Accreditation of ISO 9000/14000/18000 DC/AC Switchgear and Drive control systems (Control Technique/Siemens/Whiip and

Bourne)

WEIR Engineering 2011 - 2015

Vice President of Operations and Engineering. Power and Industrial Division (Jan 2013 – Jan 2015)

Full Profit and Loss responsibility for Design, Manufacture and Installation of complex precision designed valve and actuator systems.

Single business unit accountable for its own business.

165 Staff made up of Engineering, Procurement, Sales, Manufacturing, Maintenance / Facilities, Administration and Finance.

Operating from Boston USA, Canada, United Kingdom, France, Italy, United Arab Emirates, China, Korea, Malaysia and India.

• Worked to ensure short term and 5 year business plan adhered to.

• Set up robust Matrix KPI’s to measure everything from sales inputs to cash collection, shop floor utilization and machinery OEE.

• Sales increased from around $30 million to $100 million from 2012 to 2014.

• EBIT was improved from a negative situation to 15% margin.

• Lost Time Incidents of 1100 and Traumatic Incident Reduction of 0.13. (2012 was 6.3)

• Identified Backlog reduced from $8.9 million to less than $0.5 million

• On Target Delivery rating from 2% to 92% across all clients and from 15% to 98% for spares.

• Machine productivity increased from 30% to 80% Overall Equipment Efficiency and Utilisation increased from 35% to 80%

• Work In Progress was reduced to less than 20% for the business and Days Sales Outstanding payments were 50 days.

• Supplier OTD improved to greater than 90% and cost to supply late parts reduced significantly.

• Introduction of Inventory counts and Accountability to ensure credibility at Stock takes

• Improved Lean score from 39% to 75% (Shop floor layouts, KANBAN, Kaizen, 5/6 S 7/8W, TPS and JIT)

• Ensured ISO 9000/14000/18000 Accredited with no findings. All state and Federal compliances adhered to.

• Ensured budgets adhered to, and worked on detailed cost reduction programs.

• Managed the Internal and External suppliers to improve Logistics, Quality, Cost and Engineering Improvements

• Set up Sales and Operations meetings to provide accurate forecasting, and costings

• Directed all engineering design, research and development for Nuclear and Commercial activities.

• Ensured team development and succession plans carried out twice yearly

• Maximized overhead recovery and developed sustainable business

• Performed and reviewed training and staff reviews with robust succession plans to ensure company and staff well being.

Operations Manager (Director Level) Weir. Oil and Gas (Jan 2011 Jan 2013)

Full Profit and Loss responsibility for the design and Manufacture of High capacity Cartridge Pumps, Gearboxes and drive systems.

Business ran as single unit accountable for all its own activities and profits.

Staff predominantly Engineering, Technical and Manufacturing, Project and Commercial staff totalling around 150 Staff .

Operating from UK, USA, France, Italy, UAE, India and China

• Sales increased from $24 million to $36 million during 2011 to 2013.

• Introduced EHS (Health and Safety) to business and achieved 85%, LTI of 1670 and TIR of 0.00. Lean 78%

• Identified Backlog reduced from 18 months to customer OTD of 94%

• Machine productivity increased to 90% OEE and Utilisation increased from 65% to 89%

• Supplier OTD improved to greater than 95% with regular on site visits to verify Quality, Cost and Delivery

• EBIT was improved to 45% margin.

• Business DSO payments were reduced to average of 42 days.

• Introduced and Developed Advanced Parts Solutions (APS) for product capture and Improvement

• Developed new mechanical valve repair cell and Oil Country Tubular Goods (OCTG) to grow business

• Ensured ISO 9000/14000/18000 Accredited with no findings

• Improved Lean score from 39% to 75%

• Managed the Internal and External suppliers to improve Logistics, Quality, Cost and Engineering Improvements

• Reviewed and progressed Key KPI’s for Sales Input and Output, DSO payments, Utilization, Performance, and OTD.

• Maximized overhead recovery and developed sustainable business

• Personal development reviews and succession plans every six months

Reekie Engineering Ltd 2008 – 2011

Director (Vice President level) of Engineering and Manufacturing.

The company is a bespoke high quality market leader specialising in the manufacture of individually designed solutions for drilling and

off shore oil and gas facilities inclusive of Oil Country Tubular Goods and Oil Well Valve and Cooling systems. This entailed high

precision engineering and fabrication.

• Sales increased year on year from $28 million to $40 million when I left in 2011

• Improved EBIT 20% TO 25%

• Reduced build times, significantly improved quality of manufacturing and materials.

• Full Profit and Loss responsibility

• 60 Staff semi and semiskilled, varying from coded welders to painters, machinists and assembly technicians

• Extended warranties to two years.

• Led the company through ISO 9000 and 14000 approval.

• Extended the premises by one third to allow full cell manufacture.

• Introduced better improved CAD and 3D design software to enable better improved drawing systems.to enhance modern design, process,

verification and manufacture of components.

• Improved Lean score from 28% to 70%

Holland and Holland - Chanel LTD 2005–2008

General Factory Manager (Director Level).

Specialist highly engineered high end high precision engineering products for specialist applications.

Single manufacturing site with 4 overseas offices. Operated independently from rest of the Chanel Business.

Operating within UK, USA, Mexico, France, Russia and Turkey.

• Sales in excess of $50 million per year

• EBIT was at 20%

• Workforce of 65 was highly skilled with a mix of engineering and craftsmen skills.

• Responsible for manufacturing, engineering development, delivery and all Profit and loss responsibilities.

• Invested in new machine tools, design platforms and hardware and software facilities to incorporate modern design, process, verification and

manufacture of components.

• Implemented new standard work methods to reduce standard times for manufacture, this was accomplished through use of modern

equipment, change in material processes and reduction of time served workers working on individual components. Initiated and applied

much needed health and safety requirements ensuring compliance.

• Involved with the introduction of AXAPTA (SAP), Microsoft scheduling systems and applied greater improved reporting and accountability.

Carter Brothers International - Pirelli UK Ltd 2000-2005

General Manager (Director level).

• Single site operated independently, manufacturer of bespoke single part to full scale capital equipment for plastics and rubber industry

• Manufacturing site for cold and hot rubber and plastic injection moulding, GRP Spray and Hand, Rubber and Silica forming.

• Sales improved during my time with the company from $14 million to $26 million

• EBIT for the business at 20 to 30 %

• Lead and managed all activities from Design and Development, procurement of materials, Manufacture, build, Test, Installation and

Commissioning of capital equipment

• Responsible for materials management, facilities, warehousing and Health and Safety

• Provided leadership in achieving an ethical and safe working environment, delivering high quality products on schedule and within targeted

budgets

• Liaised with customers (China, Malaysia, Canada, Holland, Australia, Malaysia, Japan and Indonesia) to ensure total satisfaction throughout

each project.

• Designed and commissioned various sites in locations around the world.

• Restructured Installation and Manufacturing processes to reduce costs and improve efficiency.

• Initiated and applied Health and Safety Legislation ensuring compliance both on and off site at all times.

• Introduced and applied MRP successfully improving quality, lead times and shop floor efficiencies.

• Operating areas included UK, Canada, USA, Europe, Indonesia, Malaysia, China and Australia.

British Nuclear Fuels Ltd. 1995-2000

Site Commissioning Engineering Manager

• Government owned multinational business.

• Commissioning of Sellafield Mixed Oxide Plant ($400 million project)

• Identification of all commissioning test schedules, philosophies and methodologies

• Provided full technical support to commissioning teams

• Resolved day to day engineering problems ensuring contract completion on schedule and within budget.

Nuclear Electric Sizewell B Power Station 1992-1995

Commissioning Manager and Start Up Engineer

• Government owned multinational business

• Acceptance of machinery and fluid systems from construction contractors.

• Providing all necessary commissioning and setting to work of systems for hand over to station staff ($6 billion project). Responsible and

involved with initial start up and power runs of Nuclear Power Station.

Royal Navy, UK 1980 – 1992

Senior Commissioned Nuclear Engineer

• First Commercial refit / overhaul of a nuclear submarine

• Improved steam generator system and isolation systems

• Upgraded Nuclear fuel system

Education

• B. Eng –Nuclear, Mechanical and Electrical engineering (Royal Navy, UK)

• HND - Mechanical and Electrical Engineering Technology

• NEBSM Diploma - Man management

• ISOHH Health and Safety Certification

• JSP - Computer Management Certification

• City and Guilds 1st Class Pass – Turning, Machining and Fitting

• Royal Navy 1st Class Engineering Diploma

• Programmable Logic Controllers and Electro Pneumatic Certification

• British Safety Council Senior Management Health and Safety Course (NEBOSH equivalent)

• BSI Internal Auditors Course

• Six Sigma and Lean Manufacturing Course

• WEIR Leadership Course Senior Management Course

• WEIR MBA Course

Additional Certification

Lean Manufacturing Machinery Certificate AC and DC Drive controls Sales and PQQ Techniques

Senior Man Management DC /AC Motors High Integrity Pumps and Controls GRP injection Moulding

C.O.S.H.H (Hazardous Materials) Steam and Fluid valve systems Competent Persons Course

Auditors Course (ISO9000/140000/18000) Technical Specifications GRP Tech Course Rubber, Silica and Polyethylene Moulding

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