A professionally qualified Senior Executive with a successful record of accomplishments in the commercial, technical and operational performance of one of the world’s leading confectionery manufacturers. Has worked in many different countries, business environments and cultures, which has required a creative and thorough approach to analysis of business and technical issues and an awareness of the importance of teamwork and the need to give clear leadership. Wide experience and knowledge of the technologies involved in the Confectionery industry and very innovative. Particularly experienced in the development and execution of operational and technical strategy during change and in project leadership. Skilled in communicating to all levels in business.
Education and Qualifications
Member of the Institution of Chemical Engineers (MIChemE),
Chartered Engineer (C Eng)
FEANI (European) Registered Engineer (Eur Ing)
BSc (Hons), Chemical Engineering (University of Leeds, 1970)
PUBLICATION
Paper on the development of primary processing technologies for raw cocoa to produce cocoa with West African flavour characteristics in Far Eastern Cocoas
Patent on novel manufacturing technologies for the manufacture of chocolate crumb
Patent on the manufacture of certain innovative fortified products
Patent on the manufacture of non dairy gluten free confectionery products of improved flavour, more typical of conventional dairy based chocolates, caramels, etc.
I am a member of the Editorial Board of Confectionery Production magazine to which I regularly contribute articles
BUSINESS EXPERIENCE
2005 – Date Consultancy
Technical and Commercial Consultant. Clients include Kraft, Bovis Lend Lease, Mondelez International, Cadbury Schweppes, IAMCO Partners, Birmingham University Business School, ZDS (German Central Confectionery School), Lipp Mischtechnik (Germany), Fusion Nutraceuticals (Ireland), Alkem Industries (India), Standard Brands Ireland and others.
Major project in 2006/7 working for Bovis LendLease providing technical support to their project to rebuild the Monkhill Pontefract Popcorn and Coating factory. The role included technical advice to the design team and client, negotiations with client and suppliers and direct involvement in equipment testing and the commissioning and process optimisation of the new factory.
Major project in 2008 working for Fusion Nutraceuticals (Ireland) on operations, process and plant verification of the Indian supplier of one of their products
Projects 2009/10 included an ongoing chocolate quality and flavour development proposal for a South Asian business and development of a new food processing factory for another client in that area. I also advised a food manufacturing business in the UK on aspects of their relocation plans.
Projects 2010/11 include “Greenfield” chocolate manufacturing projects in Gulf and Asian environments, a novel hot beverage manufacturing project and a radical new product and manufacturing process in the non food area
Projects 2011/12 include developing a feasibility study for a new confectionery business in the UK, Feasibility study for the World Bank on Confectionery Manufacture in Uzbekistan and continuing work on other projects.
Projects 2012/13 include developing a new manufacturing technology for a novel non food product.
During 2012/13 I undertook a major technology benchmarking exercise for a major global confectionery manufacturer studying the various chocolate making technologies used in their business and the supplier companies involved. The project also involved considering which technologies and suppliers should be selected for future capacity expansion.
Projects 2013 include a technology and process review and new process investigation and product development for a major USA based healthcare business
Projects 2013/4 Include technical support to a major food manufacturer is Saudi Arabia wishing to develop their compound coatings and chocolate business, continuing work for my American Healthcare client and work for another major confectionery business in the Gulf States who wish to distinguish their high quality chocolate from the competition
Projects 2014/2016 Development of novel flavour development technology in the chocolate industry to produce products with a characteristic chocolate crumb flavour without the use of any conventional crumb process. Development of technologies for the manufacture of innovative filled pectin jelly products.
Projects 2017/2018 Development of centre filled gummies for a major American Healthcare Company, including non aqueous centres and optimising the location and shape of the centre fill. Development for a company in Spain of Processes and Products based on non dairy gluten free ingredients which closely mimic the flavours of conventional dairy based products
Projects 2019/20 Continuing work on non dairy gluten free confectionery to manufacture and product launch. Extension to include treatment and utilisation of a wider range of non dairy “milk” products. Assistance to Gulf based manufacturer in moving some products to non cocoa butter alternative recipes. Assistance to Saudi Arabian client on compound coating optimisation, chocolate product development and in discussions with local regulators on sugar levels in products. Investigations into the development and suitability of buccal film for delivery of vitamins and other actives for an American healthcare business
Projects 2020/2021 Development of products, process and equipment for the manufacture of chocolate panned goods for major Dubai based confectionery business. Investigations into alternative delivery systems for vitamins etc. for an American healthcare business. Continuing development of non dairy gluten free confectionery project
1973 – 2005 Cadbury Schweppes Group (CS)
Supply Chain Consultant, Mergers and Acquisitions Section, CS International (2005)
Operations Development Director, Gum and Pocket Confectionery, CS Europe, Middle East andAfricaRegion
(2003-2005)
Technical Director, CS European Confectionery
(2000-2003)
Process Director, Cadbury SouthAfrica
(1997-2000)
Group Process Development Manager, Cadbury Schweppes Global Confectionery
(1986-1997)
Technical Manager, CadburyIreland
(1980-1986)
Process Manager, Cadbury plc, Chirk Factory
(1977-1980)
Process Development Manager NPD, Cadbury plc (1973 – 1977)
Overseas Operation Experience
Extensive experience of working outside the UK on short and long term projects including business development and operational reconfiguration, factory design, construction and commissioning, process design and operations, new process and product development, etc.
Significant experience in working in the following countries:- UK, France, Germany, Italy, Spain, Denmark, Poland, Russia, Turkey, Egypt, South Africa, Kenya, Nigeria, Swaziland, Malaysia, India, China, Korea, Australia, New Zealand, Argentina, Mexico, Saudi Arabia.
BUSINESS SKILLS AND EXPERIENCE
Technical and Commercial Knowledge and Innovation
- Comprehensive technical knowledge of the technologies and ingredients used in cocoa, chocolate, sugar and sugar free confectionery and associated industries and the manufacturing processes used for most confectionery products
- Specification, process and engineering design and commissioning of new manufacturing technologies and installations world wide, with scales ranging from individual manufacturing units to complete factories.
- Introduced innovative new products and technologies to the global business by leading and managing project teams with members from different countries contributing different skills.
- Lead a joint operational/commercial team to develop a Regional Product Alignment plan providing a unified, consumer preferred, set of product configurations and specifications to reduce manufacturing complexity arising from acquisitions.
- Designing and developing fact bases that quantify the capability, capacity and costs across specific areas within the business. This combined with mathematical modelling, allows evaluations of alternative concepts and strategies in a consistent manner
- Defined the reasons for cost of goods differences between factories by using a consistent set of analysis tools and definitions. Used this information to plan short and long term strategies to reduce total delivered cost for products
- Evaluation of business risk arising from operational reconfiguration projects and developing business continuity plans to combat these risks.
- Developed a “Smart Variety” list defining the most appropriate products and sourcing for extending the category presence of the business in new markets. Smart Variety focuses on the “sweet spot” between consumer preference and manufacturing convenience
Strategy Development and Change Management
- Board member in a large business unit that had to rebuild its approach to business to accommodate growth and development in a country undergoing fundamental social and political change.
- Developed analysis and modelling techniques for studying potential for cost saving and value creation in potential merger and acquisition scenarios
- Created new operational and supply strategies for the business following acquisitions, leading to a plan for the elimination of sub scale and under utilised factories and for the relocation of manufacturing to lower cost environments, target is to reduce ex factory cost by 40%
- Established a joint commercial/supply chain strategy team following major acquisitions and expansion of the business, thus ensuring supply chain strategy responded to the commercial needs of the business and that supply chain limitations and opportunities were built in to commercial plans
- Evaluation of supply chain synergies, technical worth and operational structure of potential acquisition targets against the business’s long-term growth and profitability strategies.
- Analysed the future capacity and capability needs of a large number of business units around the world, used this analysis to specify future manufacturing facilities and technologies
- Developed a strategy for implementing the Regional Product Alignment Plan to reduce manufacturing complexity while increasing consumer acceptability of products and minimising cost and risk of business disruption
- Developed and applied an integration strategy to exploit the technical leaderships and overlapping capabilities which resulted from acquisitions.
- Researched and defined the skill needs of a number of businesses. Responsible for recruiting, training, developing and leading technical teams to improve manufacturing operations and to support new technology introductions in many different countries.
Project Leadership and Management
- Lead and managed major new capacity and capability projects world wide, with multi national and multi disciplinary teams. Many of these involved the establishment of new factories in countries in which the business was not previously engaged
- Managed the £2.5m central research programme that the business was running in its research centre between 1982 and 1995. Ensured that projects were properly formulated to address priority areas and monitored and reported on regularly as well as adapting projects in the light of results.
- Evaluated project cost and risk versus benefits sequentially through the life of projects to ensure that problems were identified and analysed and appropriate resources used to achieve success or to discontinue a project.
- Carried out “due diligence” reviews of operational units of target businesses to analyse and report on capability, capacity, risk, etc. ahead of acquisition, ensuring that the previously received information is accurate.
- Lead project and operational support teams to analyse and resolve performance and efficiency problems in operating units to improve quality and output and to reduce costs.