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Change Management : Consulting Director : Integration or Carve-out : Productivity & Cost Optimisation : Lean TPM WCM OpEx
Paul Steven
,
Ilkley, United Kingdom
Experience
Other titles
Skills
I’m offering
Results-orientated international management consultant with track record of delivering successful change projects for commercial, operational and engineering needs. Utilises over 20 years of leadership experience in operations and consulting from Diageo, Unilever, and niche management consultancies
• Creates high-performance team culture: open, collaborative approach encouraging honest feedback
• Financial accountability: P&L used to understand problems and opportunities, and articulate change
• Commercial perspective utilised to influence stakeholders for successful business change assignments
• All stakeholders held accountable through data driven and open communication from boardroom to shop floor. Comfortable with ambiguity and associated flexibility of thinking and approach
• Projects managed with big picture perspective whilst maintaining rigour within detailed analysis. Projects delivered on-time to budget with high-energy and stakeholder engagement
• Core skills of daily management, for successful delivery of KPIs and improvements supported by experience from General Management, Operations, Sales & Operations Planning (S&OP), Capital Engineering Projects, Customer Service and New Product Development
• Creates high-performance team culture: open, collaborative approach encouraging honest feedback
• Financial accountability: P&L used to understand problems and opportunities, and articulate change
• Commercial perspective utilised to influence stakeholders for successful business change assignments
• All stakeholders held accountable through data driven and open communication from boardroom to shop floor. Comfortable with ambiguity and associated flexibility of thinking and approach
• Projects managed with big picture perspective whilst maintaining rigour within detailed analysis. Projects delivered on-time to budget with high-energy and stakeholder engagement
• Core skills of daily management, for successful delivery of KPIs and improvements supported by experience from General Management, Operations, Sales & Operations Planning (S&OP), Capital Engineering Projects, Customer Service and New Product Development
Markets
United States
United Kingdom
Links for more
Once you have created a company account and a job, you can access the profiles links.
Industries
Language
English
Fluently
Spanish
Good
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2016 - ?
freelance
Owner & Principal Consultant
TSR Leadership, International Consultancy.
UK
Niche management consultant, leading international teams for clients, directly and via associate consultants.
Alignment of improvement and cultural approaches to ensure clear communication of work requirements and maintenance of client relationships. Experience across UK, Europe, North America, Asia and South Africa.
• Interim Operations Director for Animal Feed Company (£250M Revenue) integrating operations across
UK, Poland, Spain & Denmark. Supporting cost reduction, capital projects and cross functional working
• Interim Operations Director for Plastic Manufacturer (£50M Revenue) solving immediate operational
issues to maximise Customer Service during COVID crisis. Restructuring operations and enabling
introduction of new products, additional capacity, and new technologies to support sales growth
• Delivered 33% volume throughput increase at UK site within Animal Feed Company (€ 2.4Bn Revenue)
as part of sales strategy. Demonstrated proof of concept for operational excellence approach
• Delivered £1M EBITDA increase through £1.6M savings through waste reduction and Overall
Equipment Effectiveness (OEE) improvement. Hands-on delivery of results through direction and factory team development. Interim Factory Manager to demonstrate approach in Pontefract & Liverpool
• Created & delivered Global Business Improvement framework for Pladis Global (£3.5Bn Revenue)
saving over £3M per year. Starting within UK & French factories, approach for business improvement
rolled out to further 18 factories (6 UK, 4 European, 3 US & 5 Asian). Efficiency expectation of >20%
increase per year and reduction of waste by >10% is continuing, with legacy of sustaining savings
• Introduction of Sales & Operations Planning (S&OP) including creating Demand Planning, Capacity
Planning, Product Transfer and Scheduling team processes, training and roll-out support
Niche management consultant, leading international teams for clients, directly and via associate consultants.
Alignment of improvement and cultural approaches to ensure clear communication of work requirements and maintenance of client relationships. Experience across UK, Europe, North America, Asia and South Africa.
• Interim Operations Director for Animal Feed Company (£250M Revenue) integrating operations across
UK, Poland, Spain & Denmark. Supporting cost reduction, capital projects and cross functional working
• Interim Operations Director for Plastic Manufacturer (£50M Revenue) solving immediate operational
issues to maximise Customer Service during COVID crisis. Restructuring operations and enabling
introduction of new products, additional capacity, and new technologies to support sales growth
• Delivered 33% volume throughput increase at UK site within Animal Feed Company (€ 2.4Bn Revenue)
as part of sales strategy. Demonstrated proof of concept for operational excellence approach
• Delivered £1M EBITDA increase through £1.6M savings through waste reduction and Overall
Equipment Effectiveness (OEE) improvement. Hands-on delivery of results through direction and factory team development. Interim Factory Manager to demonstrate approach in Pontefract & Liverpool
• Created & delivered Global Business Improvement framework for Pladis Global (£3.5Bn Revenue)
saving over £3M per year. Starting within UK & French factories, approach for business improvement
rolled out to further 18 factories (6 UK, 4 European, 3 US & 5 Asian). Efficiency expectation of >20%
increase per year and reduction of waste by >10% is continuing, with legacy of sustaining savings
• Introduction of Sales & Operations Planning (S&OP) including creating Demand Planning, Capacity
Planning, Product Transfer and Scheduling team processes, training and roll-out support
Client relationships, Customer, Proof of concept, Manager, Asia, Processes, Framework, Interim, International, Development, Team development, Operations, Management Consultant, Support, Direction, Growth, Operational Excellence, Service, Sales, Customer service, Management, Training
2018 - 2020
job
Associate Senior Director
Alvarez and Marsal, International Consultancy.
TSR Leadership, International Consultancy.
(known as Senior Advisor at A&M)
Alvarez and Marsal, International Consultancy, UK
Leading successful engagements for Private Equity Performance Improvement (PEPI) team based in London. Managing delivery for a variety of Managing Directors (Partners) within practice, hands-on
leadership of operational workstreams including weekly client feedback
• Due-diligence support during M&A process with PE clients, creating and assessing value improvement
• Post-acquisition support for Metal Recycling company (£50M Revenue) with multiple sites across UK
including delivering change strategy for business process systems including Customer Portal & ERP
• Sell-side support for European transformation of Soup Manufacturer (€400M Revenue). Delivered €2M
per year sustainable savings through operational efficiency and departmental restructuring
Alvarez and Marsal, International Consultancy, UK
Leading successful engagements for Private Equity Performance Improvement (PEPI) team based in London. Managing delivery for a variety of Managing Directors (Partners) within practice, hands-on
leadership of operational workstreams including weekly client feedback
• Due-diligence support during M&A process with PE clients, creating and assessing value improvement
• Post-acquisition support for Metal Recycling company (£50M Revenue) with multiple sites across UK
including delivering change strategy for business process systems including Customer Portal & ERP
• Sell-side support for European transformation of Soup Manufacturer (€400M Revenue). Delivered €2M
per year sustainable savings through operational efficiency and departmental restructuring
ERP, Leadership, M&A, Transformation, Support, International, Portal, Customer
2006 - 2016
freelance
Operations Director and Management Consultant
KCTS, International Consultancy.
UK
KCTS is a niche lean consultancy based in UK, working with blue chip clients to reduce costs and improve performance focused upon manufacturing companies. After joining as a consultant in 2006, promoted to Operations Director in 2012. Recruited, trained, and coached associate consultant teams working across multiple sectors across the globe. Team grown to 10 direct reports plus regional associate consultants. Hands-on delivery continued as Operations Director plus maintaining client relationships, business development and ensuring consistent KCTS approach for improvement
Selected programmes from work at KCTS, International Consultancy:
> Rolls-Royce (2015 – 2016) – Aerospace (£14Bn) – Improvement plan created and executed for Barnoldswick turbine manufacturing processes. Focus on reliability improvement for better flow during period of high demand
> Unilever (2010 – 2016) - FMCG (€51Bn Revenue) – Multiple structured problem solving workshops ran to define, solve, and delivers with internal and contract manufactured products
> Cloetta (2013 - 2016) – Confectionery (€560M Revenue) – Created Business Improvement programme as part of footprint consolidation. Direct support for Slovakia factory and coordinated cross functional transformation programme for sourcing and manufacturing whilst maintaining customer supply
> Jaguar Land Rover (2016) – Automotive (£26Bn Revenue)– Reduction in mean-time-to-repair (MTTR) through training and support of engineering maintenance teams within Body-In-White department making Evoque & Discovery Sport. 50% reduction in MTTR increasing up-time of robotic welding by >20%
> Akzo Nobel (2011-2014) – Decorative Paint (€10Bn Revenue) – Advisor to UK COO and European Divisional VP. Starting within UK, created & delivered European Divisional Business Improvement framework, results include reducing batch cycle time by >33% across 8 sites in 12 weeks. Creation of demonstration areas across multiple departments. Strategy advisor for UK footprint consolidation
> Saint-Gobain (2006 – 2013) – Construction Products (€42Bn Revenue) – Advising a gypsum mining, plasterboard & plaster production company, Saint-Gobain through short, focused assignments. Rigorous analysis of technical problems and agreeing detailed action plans. Total cost savings of £107M delivered, exceeding £70M cost reduction target across UK, Europe, North America, Africa, and Asia
> Vion (2010) – Food (€400M Revenue) – Introduction of Daily Management processes saving >20% operational efficiency & waste through accountability & systems thinking
> REC (2010) – Solar Panels (€63Bn Revenue) – Aligned Sales and Operations Planning (S&OP) with factory manufacturing. Rapid results approach demonstrated annual savings over £1.5M
> Nutricia (2010) – Pharmaceutical (£1Bn Revenue) - Introduction of structured problem solving within UK supply chain, facilitation of quality defect reduction focused upon process control and customer service
> CSM (2008-2009) – Food (€3Bn) - Performance improvement of 27pct in OEE (55% - 70%) at UK Bakery leading to Operational Excellence roll out supporting European manufacturing strategy in all countries
> Promens (2008) - Packaging (€560M Revenue) – Multiple assignments across Europe, included €550k savings from 2 weeks work at plastic medical devices factory in Denmark with pilot machine
KCTS is a niche lean consultancy based in UK, working with blue chip clients to reduce costs and improve performance focused upon manufacturing companies. After joining as a consultant in 2006, promoted to Operations Director in 2012. Recruited, trained, and coached associate consultant teams working across multiple sectors across the globe. Team grown to 10 direct reports plus regional associate consultants. Hands-on delivery continued as Operations Director plus maintaining client relationships, business development and ensuring consistent KCTS approach for improvement
Selected programmes from work at KCTS, International Consultancy:
> Rolls-Royce (2015 – 2016) – Aerospace (£14Bn) – Improvement plan created and executed for Barnoldswick turbine manufacturing processes. Focus on reliability improvement for better flow during period of high demand
> Unilever (2010 – 2016) - FMCG (€51Bn Revenue) – Multiple structured problem solving workshops ran to define, solve, and delivers with internal and contract manufactured products
> Cloetta (2013 - 2016) – Confectionery (€560M Revenue) – Created Business Improvement programme as part of footprint consolidation. Direct support for Slovakia factory and coordinated cross functional transformation programme for sourcing and manufacturing whilst maintaining customer supply
> Jaguar Land Rover (2016) – Automotive (£26Bn Revenue)– Reduction in mean-time-to-repair (MTTR) through training and support of engineering maintenance teams within Body-In-White department making Evoque & Discovery Sport. 50% reduction in MTTR increasing up-time of robotic welding by >20%
> Akzo Nobel (2011-2014) – Decorative Paint (€10Bn Revenue) – Advisor to UK COO and European Divisional VP. Starting within UK, created & delivered European Divisional Business Improvement framework, results include reducing batch cycle time by >33% across 8 sites in 12 weeks. Creation of demonstration areas across multiple departments. Strategy advisor for UK footprint consolidation
> Saint-Gobain (2006 – 2013) – Construction Products (€42Bn Revenue) – Advising a gypsum mining, plasterboard & plaster production company, Saint-Gobain through short, focused assignments. Rigorous analysis of technical problems and agreeing detailed action plans. Total cost savings of £107M delivered, exceeding £70M cost reduction target across UK, Europe, North America, Africa, and Asia
> Vion (2010) – Food (€400M Revenue) – Introduction of Daily Management processes saving >20% operational efficiency & waste through accountability & systems thinking
> REC (2010) – Solar Panels (€63Bn Revenue) – Aligned Sales and Operations Planning (S&OP) with factory manufacturing. Rapid results approach demonstrated annual savings over £1.5M
> Nutricia (2010) – Pharmaceutical (£1Bn Revenue) - Introduction of structured problem solving within UK supply chain, facilitation of quality defect reduction focused upon process control and customer service
> CSM (2008-2009) – Food (€3Bn) - Performance improvement of 27pct in OEE (55% - 70%) at UK Bakery leading to Operational Excellence roll out supporting European manufacturing strategy in all countries
> Promens (2008) - Packaging (€560M Revenue) – Multiple assignments across Europe, included €550k savings from 2 weeks work at plastic medical devices factory in Denmark with pilot machine
Business development, Operations, Management, Lean, Management Consultant, Client relationships, Development, International
2004 - 2006
job
Operations Manager (Operational Excellence, Maintenance & Production Leadership roles)
Diageo.
UK
Turnaround of Guinness Bottling & Canning Factory after loss of large contract threatened profitability. Part of senior leadership team, built board level support for restructuring of operations, worked within flexible role
to improve change management. Budget and team varied over transformation with a peak of over 40 direct
reports as part of planned changes
• Future of factory secured through redefining labour standards to integrate bottling and canning roles
• Senior team pitches and won internal bid to relocate kegging operations from London to Runcorn
improving the overhead position across a larger sales revenue
• OEE improvement of 50pct (30% - 45%) and waste to landfill reduction of 57pct (7% - 3%)
Turnaround of Guinness Bottling & Canning Factory after loss of large contract threatened profitability. Part of senior leadership team, built board level support for restructuring of operations, worked within flexible role
to improve change management. Budget and team varied over transformation with a peak of over 40 direct
reports as part of planned changes
• Future of factory secured through redefining labour standards to integrate bottling and canning roles
• Senior team pitches and won internal bid to relocate kegging operations from London to Runcorn
improving the overhead position across a larger sales revenue
• OEE improvement of 50pct (30% - 45%) and waste to landfill reduction of 57pct (7% - 3%)
Change management, Operations, Budget, Operations manager, Leadership, Management, Sales, Operational Excellence, Transformation, Turnaround, Support, Production, Manager
2000 - 2004
job
Performance Improvement Manager
Unilever.
Led integration of improvement functions within European Homecare and Personal Care Divisions to ensure
alignment of expectations, approach and to improve the use of data to drive decisions
Introduced loss recording system & standardised improvement tools across 23 diverse factories
Utilised maintenance data to improve new product launches across Europe (Germany, Netherlands, Romania,
Norway, Spain, Italy, Portugal & UK)
alignment of expectations, approach and to improve the use of data to drive decisions
Introduced loss recording system & standardised improvement tools across 23 diverse factories
Utilised maintenance data to improve new product launches across Europe (Germany, Netherlands, Romania,
Norway, Spain, Italy, Portugal & UK)
Integration, Norway, Manager, LED
1999 - 2000
job
Site Engineering Manager
Quaker Oats.
UK
Rapid promotion at Diageo gave opportunity to join a senior leadership team at food factory early within
manufacturing career. While accountable for maintenance budget of £2M and annual capital budget of £1M,
plus a team of 12 engineers, it became clear that the parent company, prior to purchase by PepsiCo, large
investment or revised maintenance budgets were required to reach expected performance levels
• First "Oatso Simple" line was successfully installed and commissioned
Rapid promotion at Diageo gave opportunity to join a senior leadership team at food factory early within
manufacturing career. While accountable for maintenance budget of £2M and annual capital budget of £1M,
plus a team of 12 engineers, it became clear that the parent company, prior to purchase by PepsiCo, large
investment or revised maintenance budgets were required to reach expected performance levels
• First "Oatso Simple" line was successfully installed and commissioned
Budget, Leadership, Engineering, It, Manager
1997 - 1999
job
Graduate Trainee / Engineer
Diageo.
Recruited as a graduate trainee within whisky division of Guinness. Although gained experience of working within
distilling operations and given responsibility for electrical works across 23 distilleries, rapid promotion came during
work on integration between Guinness and Grand Metropolitan to create Diageo
Responsible for £25M capital projects to relocate existing palletisers, Smirnoff lines & a Malibu line from
Dumbarton factory into Leven factory; and relocate existing Gordon’s Gin lines from Laindon, Essex also into
Leven factory. Specification control and contractor management led to OEE >80% after installations
First trainee project, team member within rationalisation of 4 packing lines into 1 line. Given specific
workstream to reduce 4hr product changeovers to under 10 minutes through use of SMED technique
Team member assisting Leven factory to win Best Factory in Britain in 1997
distilling operations and given responsibility for electrical works across 23 distilleries, rapid promotion came during
work on integration between Guinness and Grand Metropolitan to create Diageo
Responsible for £25M capital projects to relocate existing palletisers, Smirnoff lines & a Malibu line from
Dumbarton factory into Leven factory; and relocate existing Gordon’s Gin lines from Laindon, Essex also into
Leven factory. Specification control and contractor management led to OEE >80% after installations
First trainee project, team member within rationalisation of 4 packing lines into 1 line. Given specific
workstream to reduce 4hr product changeovers to under 10 minutes through use of SMED technique
Team member assisting Leven factory to win Best Factory in Britain in 1997
Operations, Management, Integration, Blacksmith, LED
My education
1993
-
1997
University of Edinburgh
Bachelor of Engineering (Hons) 2:1, Electrical & Mechanical Engineering
Bachelor of Engineering (Hons) 2:1, Electrical & Mechanical Engineering
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