Management Manager

ALISTAIR PEDLOW

EXECUTIVE PROFILE

** ***** ** ********** ** managerial positions and the last 18 years at a senior executive level.

As a Plant Manager, led all operational manufacturing functions with commercial directional inputs.

While dealing with customers, uses up-to-date management information to highlight priority areas and ensure planned expenditure delivers anticipated benefits through business process re-engineering and specific transformation themes.

Has focused on developing robust procedures that enable the highest degree of success in any organisation or project. Development experience covers many business sectors from Blue chip manufacturing American companies (Bose Home Entertainment Systems) to pharmaceutical partners (Chesapeake) and so on.

A firm believer in inclusive management and staff participative style of engagement when dealing with any business developments or restructuring requirements. Likes to encourage ideas and good decision making at all levels.

An excellent communicator and team player with exceptional proven interpersonal skills. Has led major projects encompassing change programs including commercial business project and grouping of major personal to achieve objective.

A dynamic and charismatic person, possessing a strong business and analytical background able to develop business strategies in line with the overall business plan and operational P&L .

CAREER HISTORY

Employer: Sidra Medical and Research Centre, Doha, Qatar.

Dates: February 2015 – Present

Position: Senior Business Consultant. Business Development-(Self-Employed)

Responsibilities:

Sidra has an operating budget of 149 million QTR per month where my responsibilities are interwoven into. Work closly analyze the business objectives creating solutions meeting business goals while capitalizing on opportunities.

Getting to know the Sidra brand understanding curent state to end goal strategies.

Eevaluation of change programe requirements, identify where the strengths and weeknesses are as well as forseeable problems.

Identify opportunties to grow business and increase efficiency.

Keep a clear and open communication channel between management and staff while change implementation and phasing stages.

Achievements:

The achievement here was designing and developing a sustainable business and marketing plan to fit within the steategic development strategy atracting new stakeholders to or state of the art medical facility bringing a potentional 50 Million QTR additional to the unit.

I designed a platform allowing for new business tools teaching enhasing strategic thinking through open fourms improving performance and efficiency bringing a saving of 7%.

Building confidence on team building programs, finding clarity on decision making processes, acheiving staff development and time management strategies improving outputs by 12%.

Employer: Hamad Medical Corporation (HMC), Doha, Qatar.

Dates: June 2014 – Oct 2014

Position: Joint Commission International Project (JCI) – Senior Business Consultant (Self-Employed)

Responsibilities:

Working closely with the ambulance devision management team, developing and implementation of processes for the forthcoming JCI Audits.

Managing the implementation of the staff satisfaction survey for 1400 employees, providing analytic feedback on scores in a variety of key criteria. Present findings to ED.

Managing Policies and Procedures, updating and creating scopes of services, and development of staffing plans. Auditing of procedural compliance for a 230 Million QRT unit.

Achievements:

The achievement here is t0 transcend my skill set and management skills, to infuse that knowledge into a completely different field in reference to my previous background, Healthcare is a critical knowledge area, and it was vital I was able to reach the level of expectation required to carry out the scope of work precented from the brief. I would like to add that carrying out this task within the UK, NHS, would be difficult enough, without the added presure of a completely new enviroment and country. The working results I presented to the board was going to shape major decision for that operation; hence it was vital the information delivered was accurate, precise and up to standard.

Employer: Saica Packaging Ltd (Lurgan, craigavon)

Dates: 1999 – May 2014

Position: Plant Manager/Irish Executive

Responsibilities:

Plant Manager of a 3.5 Million manufacturing corrugated business unit, with supply to FMCG Customers.

Worked successfully as part of a management team reporting to CEO level.

A clear emphasis on manufacturing excellence practices and the deployment of agile technologies while delivering value to our customers.

The Irish rigon has approximately 360 staff spread of three sites annual turnover - £20 Million.

I had full autonomy for the plant and responsibility for business planning and annual budgetary profitability on P&L.

Worked directly with our larger blue chip customers developing parterships and structuring a lean manufacturing and supply chain program.

Development of process improvement systems, increasing the levels of outputs and lean data readiness processes.

Coordinating new business strategies and opportunities in main land UK, Ireland and Europe.

Develop and manage strong supplier networks in Europe and the UK value £1.2 Million turnover.

Achievements:

Redesigning the operational layouts and manufacturing flow within production eliminating battle necks increasing uptime cycles by 10%.

Increase production feed outputs by machine utilising industry best practices, increasing attitional 1000 units per hour in areas .

Introduced preventative maintencance programmes, incresing the uptime cycle times by 3%, reducing downtime, increasing machine productivity.

It was my responsibilty for the business direction and growth of the Lurgan plant. One of my operational KPI's, was to increase the level of exposure in the market place. I seen this as a way to develop new business revenue streams, as well as building organic growth within existing customers.

The building we occupied at the time was old. This did not represent the brand I envsioned. I commenced a programme of redevelopment on the building at a cost of £200.000. We refaced the exterior, adding new signage using this as a new marketing tool. We also added two new modern toilet blocks and suspended ceiling in the production department. This had a two fold affect by increasing the amount of lighting units and adding brightness. This also reduced our Health and Safety exposure.

We were limited to present our products within the market place. Customers would prefer to feel and touch the products they are purchasing. With this, a showroom was added at a cost of £15.000 to the building. This also facilitated the display of new product lines we developed outside of packaging; thereby, establishing the brand as a leader in its field.

Developed a Sales and Marketing strategy for the Lurgan operation as part of our rebranding. Held factory open days and golf promotional days for major customer and suppliers. Annul budget £50.000. As part of our sale, we also sold rebranding as a package.

I was fully responsible for the delivery and growth of one of our major key accounts, BOSE home Entertainment Systems. We were the incumbent supplier at the time for all of their packaging requirements on a JIT system. The major achievement here was to facilitate the customer moving from standard brown box packaging (annual turn over £400.00) to 6 colour (1.5 Million turnover). This increase was Lithographic printed cartons which was used for shipping and point of sale packaging. This was extrapolate across many lines. This was a massive learning crave for the business and one that really tested our ability and skill. We just simply could not afford to get it wrong . We had to develop new systems to control supply and demand and this was done through E-fac and MRP. We also had to reach deep out into the market place to acheive our goals delevering this project. Sales growth KPI's on this account and others were linked to annual budgetry targets.

We acheived accrediation to OHOSS 180001 Health and Safety during this operational period.

Received inter company gold awards for achieving three and five years without a lost time accident.

Employer: SCA Packaging Ltd (Lurgan Craigavon)

Dates: 1986 – 1999

Dates: 1996 – 1999

Position: Production Manager

Responsibilities:

Worked successfully as part of the management team with responsibility for the daily running of a demanding manufacturing processing unit.

There were between 30 to 40 direct reports.

Delivered set objectives and budgets in accordance with business policies.

Examine and evaluate the Quality Management System, management of procedures and internal controls, meeting the requirement of the current standard.

Recruitment and Selection: responsible for overseeing all R&S ensuring that organizational needs are met in an effective, efficient, timely and fair manner, whilst upholding legal responsibility to avoid unlawful discrimination.

Ensure all systems policies procedures and processes are legally and procedurally compliant.

Writing of training session plans, meeting the needs of the company and individual staff training requirements. Maximizing training to improve best practice and process structures.

Successfully introduced a company absenteeism program which lead to a 25% reduction in absents in the first year.

Achievements:

Our manufacturing department was prone to bottle necks resulting in production down time. The reason for this was due to a poor machine and production layout. With this, it affected our production deadlines that added additional costs to the business and delayed customers orders. We put a programme in place to move machines into the correct locations to remove the issues. I also took into account the Health and Safety requirements with fork truck in areas where personnel were stationed; moreover, it was part of our plan to remove fork trucks in these areas by adding rollerveyor into the process.

Dates: 1989 – 1996

Position: Production Supervisor

Responsibilities:

Worked closely with the management team, organizing and prioritizing the smooth running of the production machines and customer base.

Following manufacturing instructions maintained and achieved a high standard of quality products covering a wide range of customers.

Review and transfer sub-contract orders from other SCA manufacturing units.

Daily liaison with suppliers, total ordering and price negotiating of all manufacturing products.

Achievements:

The development part of this job was to increase manufacturing productivity outputs on key machines. I achieved this by measuring against industary standards. Outputs were plotted on a weekly and monthly basis and discussed with the machine crew, at monthly continuous improvement team breifings. The improvemts were linked back to annual KPI's targets.

Development and implementation of procedures and manual for ISO Quality Management Standards.

Dates: 1986 – 1989

Position: Production Operator

Responsibilities:

Manufacturing operator: working in a busy environment as part of a manufacturing team.

Employer: Carols Bakery

Dates: 1983 – 1986

Position: Baker

Responsibilities:

Spent three years gaining skills and expertise as a baker, supplying busy retail outlets.

EDUCATION & PROFESSIONAL DEVELOPMENT

2015: Postgraduate Degree/MBA in Business Administration (IP),

Graduating in 2016. University of Liverpool, UK.

2015: Project Management Professional (PMP)

2015: PMI Project Management Institute Member

Registration ID Number 84390946

2002: IOSH Managing Safety (The Institution of Occupational Health and Safety.

1996-1998: Computer and Information Technology – College of Further Education

1994-1996: HNC in Business and Finance – College of Further Education

1995: Computer Literacy & Information Technology

1992-1994: HNC National Certificate in Public Administration – College of Further Education.

1990-1992: GCSE Computers studies and English Language – College of Further Education.

Training:

2005-2006: Leadership Academy. Held Brussels, Paris, Munich.

2002: Graduate Development Program Mentor Training.

2000: Appraisal Training, Industrial Society

1999: Introduction to IIP, Building a better business, training manual

1999: Human Resource Management Training.

1998: Management course on how to organise and motivate people.

Effective communication skills, discipline and delegation of staff.

1998: SGS ISO 9000/2000 Seminar

1996: Industrial Health & Safety Training.

1993: ISO Internal Auditor (Meeting the standard for internal auditors)

Email: *******@*****.***

Mobile: +974********.

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