Nigel **** ***** Providing support to engineering companies to define and implement performance improvement solutions.

Leeds, UK
Business advisoryInterim management

Personal Profile

Goal-oriented executive and change agent with demonstrated commercial and operational experience across international markets. Reputation as a dynamic leader, dedicated to providing growth-focused direction to ensure staff alignment and development while adhering to company targets and best practices. Track record for creating and implementing sustainable solutions, strategies, and processes that transform operations, expedite growth, reduce costs, and boost profit. Talent for cultivating and enhancing relationships with staff, executives, and stakeholders while promoting consistent communication at all levels.

Established to provide support to engineering companies to define and implement performance improvement solutions.  Specific focus on business turnaround, business & process re-engineering, national & international B2B sales, world class manufacturing (lean and CI), new product introduction & management and effective coaching, mentoring and promotion of human capital.

¨        AEG Power Solutions – Alignment of 5 manufacturing and 10 project delivery vehicles into a coordinated activity with corresponding improvement in critical KPI’s whilst reducing inventories by 15% and headcount by 10%.

¨        Eaton Electric – Portfolio development, growth & cost reduction of a medium voltage switchgear global product platform supporting $450M global sales.

¨        AREVA T&D Canada – Turnaround of loss-making unit from -$2M CAD in 2007 to $0.4M CAD in 2009 resulting from the creation and implementation of a new commercial strategy ($16m CAD to $27m CAD Sales), introduction of lean manufacturing & CI, and transition to turnkey project management coupled with improved margin retention.

¨        AREVA T&D UK – Turnaround of a loss-making unit from a forecasted -£2M in 2004 to £1.5M in 2007 through tender accuracy improvements, change management margin retention and the introduction of lean manufacturing with a culture of continuous improvement.

¨        AREVA T&D UK – Achieved business growth from £12M to £22M following implementation of a new commercial strategy, including the introduction of new products to the UK market and market development.

¨        ALL – Effective coaching, mentoring & promotion of colleagues into senior leadership roles.

¨        ERP – introduced 3 successful “hard wired” systems and scoped out to development stage 1 cloud based system.

Happy to stand with you on the burning bridge to establish and execute business transformation plans to improve existing performance and to help create a sustainable future.


Available from: Now


Last updated: 03 June, 2020


Feb 2020 Interim Executive Manager at Self Employed
2017 - 2020 VP Operations at AEG Power Solutions

Directed operations and execution of €80M make-to-stock, make-to-order, and engineer-to-order UPS and rectifier systems. Led, coached, and developed team of more than 300 employees and 10 direct reports. Instituted global processes to improve business performance and reporting.
• Successfully improved coordination and performance of fragmented global business by aligning five manufacturing plants and 10 project delivery affiliates (KPI dashboard).
• Piloted lean manufacturing in one plant, reducing production times 30-40% and cycle times 60% (€50k investment) with a formal roll out program for 4 remaining sites.
• Lowered supply chain procurement spends 1.9% and production assembly times 10% in year one of three-year programs.
• Minimised production costs while improving flexibility by directing technology transfer of engineer-to-order UPS products to lower cost countries.
• Reduced inventory by €4.5M (11.5% YoY) in year one of a global inventory reduction program.
• Oversaw the Discovery and Planning, Design, Development stages of SAP 4HANA cloud based ERP system including adaptation of existing business process to SAP 4HANA “out of the box” / best in class business processes
• Developed & proposed strategy document to consolidate 5 manufacturing plants to 3 and ultimately to 2

2012 - 2017 Global Product Line Manager (MV IEC Assemblies) at Eaton Electric

Formulated and implemented global business growth strategies and cost control initiatives for MV IEC assemblies. Championed new product design, development, and introduction to support segment development. Supervised 3 direct reports.
• Strategically underpinned the achievement of $450M in five years.
• Development and ownership of a rolling 5-year product life cycle & development road map including annual justification of funding priorities to the Electrical Division CEO & senior leadership team.
• Delivery of monthly business wide communications to ensure strong and effective communications to all levels of the business, focusing on funding priorities, staged development programs and product releases.
• Successful 34% product design cost reduction to increase competitive position and business margin.
• Supported regional growth by successfully implementing global manufacturing footprint.
• Enhanced business control and competitivity by instituting global product design control and cost control processes.
• Due diligence team member on 1 M&A opportunity.

2010 - 2012 General Manager at Powell UK (Switchgear & Instrumentation)

Directed business development and continuous improvement while leading a team of 300+ employees and 10 direct reports. Introduced new processes and strategies to optimise business outcomes. Effectively implemented Oracle ERP system with extensive go-live modifications and system error corrections following truncated preparation and launch program.
• Increased product cost accuracy while forming the basis of future cost reduction programs by launching continuous improvement methodologies and culture.
• Improved visibility, measurement, and planning by re-engineering key business processes and practices.
• Achieved OHSAS 18001 accreditation by initiating and enhancing EHS culture, including a revised fabrication department layout to reduce forklift truck movements and walkway bottlenecks.
• Successfully restored the external sales team to return declining orders to £32M and lift Sales to £26M.
• Strengthened the existing management team with known industry talent.
• Introduced KPI dashboard management philosophy together with monthly management and workforce communication cascade meetings.
• Successful corrected the implementation of the first ERP system (Oracle) despite flawed launch process which initially stopped normal business activity.
• Developed & introduced first lean manufacturing production lines into VCB and assembly lines.

2007 - 2010 Unit Managing Director at AREVA T&D Medium Voltage, Montreal, Canada

Created and launched new business model, development plans, processes, and KPIs to facilitate growth. Directed team of 6 direct reports and 69+ employees. Initiated and oversaw ERP system upgrade to strengthen business management philosophies and visibility.
• Successfully managed business right sizing and relocation from the island of Montreal to the south shore, without affecting deliveries.
• Replaced exiting management team with new talent to create a wider skill set and improved business management.
• Grew orders $11M CAD and profit $2.4M CAD in three years with 6 direct reports by establishing new medium voltage ANSI switchgear business development plans.
• Boosted factory output while maintaining revised staffing levels and reducing production space through the introduction of lean and continuous improvement principles.
• Obtained OHSAS 18001 accreditation by introducing and strengthening EHS culture.
• Successful direct negotiations with union site & external representatives to limit three year pay awards and to permit outsourcing of previous self-build activity. Necessary to simplify existing business model and to reduce existing costs / increase margins.
• Mentored N-1 into MD position to provide seamless transition.
• Lead acquisition generator for NA powerhouse growth strategy, and ultimately due diligence team member on 1 potential acquisition.

2004 - 2007 Operations Director at AREVA T&D Medium Voltage, Stafford, England

Oversaw operations of facility producing indoor and outdoor medium voltage IEC switchgear with £22m+ in sales. Developed strategic plans and strategies to ensure business growth and goal achievement. Supervised team of 76 employees and 5 direct reports.
• Transformed potential EBIT of -£2M in 2004 to £1.5M in 2007 through: –
o Successful introduction of lean and continuous improvement principles to significantly reduce production space requirements whilst increasing production output.
o Developed and introduced new Project Management toolbox to improve customer experience whilst improving change management margin generation.
• Achieved growth from £16M to £22M in 3 years by authoring and implementing a new business plan targeting general industry and data centre
• Achieved market dominant position with a number of product lines for rail, utility & renewable market sectors.
• Recognised as benchmark lean customisation manufacturing facility with AREVA T&D – Primary Distribution Switchgear business by integrating lean and continuous improvement principles into daily operations.
• Effective mentoring of N-2 through to Ops Director position for seamless replacement.

2003 - 2004 Commercial Director at AREVA T&D Medium Voltage, Manchester, England

Successful merger of discrete order receipt and execution teams into a single commercial department comprising autonomous market segment focused teams to improve market expertise and customer intimacy.
• Grew orders by £4M with increased penetration of the Utility market and successful execution of non-domestic product strategy.
• Successful business relocation from Manchester to Stafford in combination with manufacturing philosophy transition from full manufacturing to customisation unit.

2001 - 2003 Home Sales Director at AREVA T&D Medium Voltage, Manchester, England

Established a new position to provide increased focus on UK sales growth with improved support to external Sales teams.
• Development of new interfaces / controls to manage newly created external and independent sales force.
• Development of a new Business plan with Utility focus and the introduction of non-domestic product.
• Created plan to integrate separate Sales and Contracts departments into a singularly focused Commercial team.

Education & Professional Qualifications

April 2020 started MBA at University of Bradford
1990 - 1997 Honours: BA Business Studies (2:1) at University of Bolton