David Gibbs

  • Basingstoke, Hampshire United Kingdom


Motor Sport, Sailing, Reading


Personal Summary

An experienced and Masters level educated Information Management & Technology Executive, with ITIL service delivery, operations, and applications development / support experience. Strong leadership, process, project management, and business change experience, with high levels of business acumen, financial and analytical skills, with a proven track record of success within B2B, B2C, public and private market sectors. Has experience of working across companies, countries and continents, in both permanent and secondment roles. Results orientated & profit focused with broad sector and discipline skills.

Core Skills

IT/IS Management, Process Re-Engineering, Business Intelligence, Business Change, People Management, ITIL, PRINCE2

Career Highlights Include

  • Implemented major IMT restructuring, including infrastructure, sourcing and services consolidation.
  • Delivered 20% savings through consolidation and re-focusing of IMT services and operations.
  • Co-ordinated & lead multiple, concurrent full life cycle projects, using 6 sigma tools and lean techniques
  • Outsourced in-house IT functions for a multi site, 6,000 user estate to a global IT service provider.
  • Implemented total business systems change utilising ITIL & PRINCE2 processes and concepts.
  • Managed the role out of various ERP (SAP, Oracle, IFS) implementations across multi site operations.

Work History

Work History
Sep 2002 - Present

Head of Information Systems

BVT Surface Fleet (BAE Systems plc)


BVT Surface Fleet Limited ( BAE Systems plc ), March 2002 – Present

A £1Bn naval ship design, build, and repair business, operation of BAE Systems plc a £15Bn leader in the defence sector.

Head of Information Systems

Reporting to the Director- Information Management & Technology, and managing a team of 30 I am responsible for the delivery of all IT, IS, and telecoms services to the business in a cost effective manner. Provision of services to approx 6,000 users, on multiple sites in a secure List “X” environment.

Context: Appointed to this role following removal of previous incumbent, and given brief to improve customer satisfaction, reduce costs, and improve services offered by the IT function within the business. Over the past 7 years the following achievements are considered to be relevant to the original brief.

·Definition of IMT standards to drive down cost of service support and delivery.

·Devised and implemented IT/IS strategy, delivering fit for purpose IT, compliance, and high levels of continuity.

·Identified and implemented multi £m infrastructure projects to time and budget.

·Implemented an IT outsource project, to lower operating costs, and improve customer service.

·Managed the implementation of multi phase / site ERP application into the business (c£5m).

·Drove the adoption of Business Intelligence tools within the business thus improving business decision making.

·Created and delivered major process improvements, changing the culture to be customer focused, and improve the business perception of IMT outputs and value.

·Developed business case to support £m’s investment in aging infrastructure during period of tight fiscal control

·Created and implemented a business continuity plan for a complex industrial 500 acre site.

·Conducted and implemented a Business Review, identified £3.5m savings, of which £3.9m was realised

Sep 1999 - Sep 2002

IT Director

Azlan plc

Azlan Group plc

Europe’s leading IT distribution, training, and professional services company ( £700 million ). A leading Microsoft, Cisco, and HP partner.

IT Director – Sep 1999 – Sep 2002

Reporting to the Managing Director, and responsible for the MIS and Telecommunications services. This was managed through 6 direct reports and 40 personnel, covering Service Desk, Desktop, Operations, Applications Support & Development in various locations. Responsible for a budget in excess of £20m.

Context: Appointed to this role following merger of two competing companies, and given brief to rationalise and consolidate function, reduce costs, improve customer satisfaction. The following achievements are considered to be relevant to the original brief.

·Implemented SAP ERP across multiple European sites, leading to ultimate major business operational improvements

·Developed IT strategy and gained board approval to implement, leading to the delivery of a robust and sustainable IT platform.

·Created a customer focused service delivery function using ITIL based principles

·Implemented software / hardware asset management.

·Introduced a measurement culture to the function, providing visibility, and used this as the basis for continuous improvement.

1996 - 1999

Engineering Manager


Eaton Corporation

A US $9 billion Fortune 100 Corporation, Division is the market leader with sales in excess of $ 2 billion and is focused on the design, manufacture, marketing and distribution of high technology Electro / Mechanical products. A tier 1 supplier to Aerospace, Automotive, and Off Road Machinery OEM’s

Engineering Manager

Reporting in a matrix environment to the VP EMEA, and VP Worldwide Engineering for new product development within the European region.Supported by a team of 60 multi-disciplined engineers (Software, Electronics & Mechanical) in 4 locations ( UK (2 Sites) , Germany, USA ) with a $10 million budget.

Context: Appointed to this role as a promotion and given brief to improve quality and time to market for new product developments, whilst also maximising the return on the R & D investments. During this time following achievements are considered to be relevant to the original brief.

·Introduced parametric modelling systems and reduced NPD cycle by 30%

·Developed toll-gate NPD process to ensure efficient use of engineering resources.

·Introduced the use of FEA, CFD, and rapid prototyping to improve development cycle, and quality of results.

·Reduced the product development cycle from 24 months to 9 ~ 12 months.

·Using 6 sigma tools Led 35% cost down initiative for mature product lines that realised 50% of goal in year 1, and in excess of $10 million full year savings.

1993 - 1996

Product Manager, Mobile Controls

Eaton Hydraulics Inc

Product Manager, Mobile Controls

Responsible to the VP Sales & Marketing for the management of electro - mechanical & software product lines worldwide.Accountability included new product definition, communications, marketing mix, product line profitability, and life cycle management.

Context: Headhunted into this role from a competitor and given brief to improve profitability and sales of software products, quality, and time to market for new product developments, whilst also maximising the return on the R & D investments. During this time following achievements are considered to be relevant to the original brief.

·Led cutting edge technology J/V in USA, culminating in $7m incremental growth.

·Part of major Merger & Acquisitions team identifying opportunities, delivering business propositions to board

·Introduced a global online system for new market opportunities, generating over $20m in rev p.a.

·Improved Gross Margin of mature product offerings by 25% in 24 months

·Created a Strategy to justify Grow the business versus Close the business.

1992 - 1993

Senior Project Manager


Senior Project Manager - Europe (1992-1993)

Direct responsibility for the transfer of 50% of European production from Italy to the UK due to facilities consolidation.Held totally accountable for continued customer satisfaction (including major OEM accounts) during the transfer period.Major achievements include: -

Context: Transfer major OEM manufacturing lines from two plants in Italy and set to work in new plant in the UK without disruption to the end customers of the Product (Ford Motor Company, Fiat, and J.I. Case). Management of plant closures following transfer of production lines.

·Maintained and developed relationships with key clients during an internally challenging period of transition.

·Rationalised product portfolio, resulting in increase to +25% gross margin from a previous negative figure.

·Handled all internal communications across European facilities using both traditional and modern tools thus ensuring consistency of message to all employees

·Initiated regional and global PR campaign to counteract negative market perceptions and increase interest among large OEM potential customers.

1990 - 1992

Business Group Manager

Johnston Group plc

Johnston Group plc

A £600m industrial plc with several manufacturing and construction lines of business, JFP Division manufacturer of specialist electro mechanical products for automotive, off road equipment, and industrial markets generating revenues of £7.6 million with c100 employees.Responsible for setting the medium – long term strategy for the business unit.Major achievements include: -

Business Group Manager

Manager of a European business unit, with an annual turnover of £3.6 million, reporting to the Managing Director with full P&L responsibility and medium – long term strategy planning for the business unit together with general management such as budgets, objective setting for shared resources, customer involvement, supplier negotiation, and project management of new contracts from initial enquiry through to full production.

Major achievements include: -

·Developed and successfully implemented a new business strategy to a loss making division, diversifying the customer base, repositioning the group, and creating a profitable business within 12 months.

·Managed significant change resulting in major head count changes

·Implemented a “CAN DO” attitude measured by major business increases from new blue chip accounts.

·Introduced ISO 9001 Quality Standard thus ensuring preferred supplier status among key blue chip OEM’s.

·Selected and managed external marketing supplier base to focus regional organisation on building long term brand awareness.

·Championed an open team environment to foster ideas and assist in succession planning.

1988 - 1990

European Sales & Marketing Manager

Johnston Group plc
European Sales & Marketing Manager

Responsible for Sales and Marketing within a business unit that specialised in manufacturing for global blue chip OEM clients within the agricultural, automotive and construction machinery markets.Major achievements include: -

·Achieved 20% increase in sales by maximising business group synergies and creating unique sales propositions.

·Proposed and led re-branding campaign to realign market perception in line with internal company changes.

1985 - 1988

Operations Manager

Schubert Systems
Schubert Systems Ltd

Venture Capital funded start up business operating in the capital goods market for specialist packaging machinery for the pharmaceutical industry. Business generating sales revenues of approximately £2m P.A.

Operations Manager (1985 – 1988)

Reporting to the Production Director and held responsible for the day to day running of a manufacturing unit, including management of 35 staff, production scheduling, procurement, inventory control, and customer liaison. Major achievements include: -

  • Implemented MRPII system to manage the manufacturing activities

·Reduced cost base by 12% in first year, by implementation of long term procurement contracts, followed by identification of a further 3 major longer term



Post Graduate Diploma

Chartered Institute Of Marketing


Worthing College of Technology

Green Belt

Motorola University



Product Management

Management of Product Lines across a global manufacturing and market environment, including working abroad to implment and drive product growth in new and emerging markets.

Project Management

Management of major capital projects across multiple sites, and countries

General Management

Management of Operations, Engineering, IT, and Marketing functions in major organisations.

Business Change

Leadership of major process, systems, and people change projects for major blue chip organisations including:-   People Change Culture Change Process Change Systems Change LEAN Process Improvements 6 Sigma Implementation

IT Management

Management of IT / IS functions in major blue chip organisations including:-   Outsourcing Major Capital Project Management ERP Implementation Business Inteligence Tools Implementation ITIL PRINCE 2


UK Government