Expert advisor to the United Nations Economic Commission for Europe (invitation letter here)
Consultee on many aspects of grid regulation and operation
Recognised expert in the energy transition

Innovated large-scale long-duration electricity storage
Founded two businesses (Cleanergi Ltd, Storelectric Ltd) and advisory
Developed a broad range of support from many relevant businesses

Non-destructive testing: created a highly profitable new business.
Warehousing and distribution: 1/3 of the market in 2 years, highly profitable.
Medium-sized manufacturer: growth both by acquisition and entering new markets.
Chemical industry innovation: faster to market, increased competitive advantage, better funding.
The multinational MRO division of a global conglomerate: they chose a different strategy, so failed and closed within a few years.

Developed 5 new products, using existing capabilities, for actual industry requirements.
Used these new products to break into different markets and customers, to sell standard product also.

Researched and broke into new markets and customers, created marketing literature, wrote and published numerous articles, created new website, developed the brand image, joined industry bodies, exhibited at trade fairs, made the companies well known in their markets.
Integrated 3 acquisitions into corporate and marketing strategy, to maximise growth opportunity and value (statistically, 10-50% of corporate acquisitions do not add value).

Created new product, a new business, and competitive advantage for the parent business.
Identified the need for a new NDT technology Identified the best available by trials (independently verified after).
Proposed and justified product development project to simplify the system from graduate operator to shop floor.
Wrote and published an industry journal paper.
Wrote 2 patent applications, inventor on both.
Managed product development project, below budget.
Managed accreditation in the rail industry – both track and vehicle.
Developed services based on the equipment.
Marketed and sold NDT services in UK and China.

Average savings each year: over £800k p.a. plus £500k one-off, plus even larger unquantifiable.
Efficient working practices, co-ordination between functions.
Revised shop layout, improved tooling, revised procedures.
Process improvement, management systems.

Introduced IP management into a neophyte division
Took out 4 patents, wrote 8 more, inventor on 4
Saved the company from a £9-figure IP claim (including rectification costs) which would also have excluded it from North America for a decade.
Introduced IP management into a neophyte division.
Took out 4 patents, wrote 8 more, inventor on 4.

Increased capacity of cell by 233% (at same price), worth £4.2M
Future upgrade: price reduced 63%, capacity increased 67%
Raised equipment resilience from zero to 95%
Increased cell flexibility and functionality, instigated unmanned operation
Negotiated free training, first 100 programmes, 1 year on-site maintenance and coaching

Reduced steel usage by £414k p.a. and energy consumption by £32k p.a.
Reduced machine and tooling wear by £290k p.a.
Planned and justified a £1.1M 25-year deep overhaul and upgrade.

Acoustic test booth: saved 69% of cost.
Offices: saved 26% cot (plus £125k p.a. efficiency improvements.
Chemicals: saved 60% of £160k p.a. spend, with rationalisation and added technical support from supplier.

Designed and helped implement the strategy and services of a new business that took 33% market share within 2 years.
Developed the business, product and service strategy.
Saved 58% on the original cost estimate.
Increased capacity by 73%, in a more workable space.

Purchase of paint plant not needed: £100k.
Purchase of cleaning plant not needed: £25k + £25k p.a. chemicals costs.

Reduced design change lead times from 3+ years to 20 weeks.
Introduced design for manufacture and cross-functional teamwork.
Introduced parallel rather than sequential working.
Business process re-engineering before the book was written!

Reduced purchasing costs by over 10% (£12M).
Created competitive advantage through purchasing.
Developed strategic supplier relationships.
Reduced supplier base.
Re-structured department: split into purchasing, buying and. support.
Technical training of purchasers and buyers.

Improved production productivity by 32%.
Reduced maintenance backlog from 120 man-days to 10 man-days.
Reduced down time by 70%, enabling production improvements.

Increased capacity by 20% without capital investment.
Raised service levels from 10% to 90% of requested delivery dates, and from 30% to 95% by lead time, and rising.
Reduced national finished goods stocks by 60%.
Created formal production planning methods and system, reducing the company’s risk of depending on one person.

Saved plant from closure plan by transforming competitiveness, costs, services: brought it to world class.
Reduced lead times from 5 weeks to 2 weeks & productivity by 30%.
Raised customer service from 70% to 99% of deliveries on time.
Transformed the administrative systems to enable the above.
Business analysis to change a stock system into an MRP system.

Increased company value from £7M to £35M prior to management buyout.
Increased warehouse productivity by 36%.
Enabled success of 30% productivity increase in factory.
Warehousing layouts nation-wide for 45% capacity increase.

Improved customer service from 65% to over 97% (completion on scheduled date, first visit) and raised productivity by 27%.
Cut customer waiting times from 5-10 weeks to 2 weeks.
Customer service and efficiency improvements formed the basis for a 6-year advertising campaign and slogan.

Reduced stocks by 60% with reduced stock-outs.
Reduced administrative lead times from 2 years to 3 months. Introduced cross-functional teamwork.
Transformed tendering and purchasing strategy based on special company and national needs.

Turned a loss-maker into a profitable company flagship, overcoming the bankruptcy of a major customer (36% of sales).
Raised labour productivity by 20%.
Created production planning and master scheduling systems.
100% customer service record.
Re-structured the production and planning functions.
Devised shift system to maximise customer service, minimise lead times and reduce shift premium pay.

Saved the company from axing by its parent by transforming its cost-effectiveness, quality and service.
Process re-engineering for all property services functions (architects, building surveyors, landlord’s functions).
Business re-engineering to develop a new strategy for growth and stability, better serving the parent and diversifying.
Managed large multi-site multi-disciplinary project teams.
8 concurrent projects.

Productivity increases by between 20% and 35% throughout the bank.
Re-structured all the back-room operations to enable more effective customer service and the bedding-in of a new computer system.
Carried out management training in all departments.
Introduced new management systems and methods throughout.
Process re-engineering to increase efficiency and service.

Audit of security and shrinkage prevention systems and methods, and recommendations to save £5M p.a. (= previous year’s loss).

Reduced payouts by 10% by cutting fraudulent claims by est. 50%.
Reduced average settlement times by over 50% Increased productivity by 25% through systems re-engineering.
Enabled the company to respond to the rise of direct insurance companies by strategic improvements to the products and service.

Improved customer service from 60% to 100% on-time deliveries.
Improved stock check gross accuracy by 4% of stocks.
Developed warehouse performance monitoring system.
Helped develop new integrated materials management system.
Resolved STC Computing’s stock problems (STC was a company acquired by ICL).