Download PDF

Executive Summary

Experienced, passionate leader with a proven track record of consistently delivering results through effective leadership and development of teams. I have a passion for developing people and creating an environment in which people are able to succeed, demonstrated by being selected for roles leading newly formed teams which are lacking clarity and structure. Demonstrated capability for strategy development and execution, driving organisational behaviour and cultural change.

I believe that success is delivered through creating the right environment. Enabling people to succeed through the alignment of goals, allocation of meaningful work and appropriate coaching is critical to the formation and development of high performing teams.

  • Focused background in quality, operations and engineering leadership.  High level of expertise in functional quality and process improvement providing teams with a framework for success.
  • Strong focus on key performance indicators. Delivering results through clear identification of 'what success looks like', and appropriate governance frameworks to manage performance.
  • Expert in championing change across global organisations. Delivering results and culture change through influencing peers and business leadership using the business case for quality.
  • Strong commercial acumen. MBA education and an understanding of the need for businesses to effectively manage through conflicting measures to achieve financial goals.

Professional Experience

Jun 2015Present

Components Business Supplier Quality Leader

Cummins Inc.

Responsible for the quality of $2.8Bn supplied material through a newly formed team comprising of five business units in the Components segment (Turbo Technologies, Emission Solutions, Filtration, Fuel Systems, Electronics). Primary responsibility for the leadership of a global team and the development of people, systems and processes to assure world class quality, supporting 37 manufacturing locations through a global supply base of 1730 suppliers.

  • Development of a 'one components' mindset through the alignment of strategic goals, key performance indicators and organisation design.
  • Responsibility for a direct team of 68 and a managed expense budget of $6.1M
  • Developing the organisation to incorporate an enterprise wide supplier development function
  • Identification of $15M opportunity through the creation of a supplier warranty recovery process.
  • Creation and development of an analytics role in the team to embrace the use of 'big data', allowing for more appropriate strategic decisions with respect to resourcing work.
May 2014Jun 2015

Supply Chain Quality Leader

Cummins Turbo Technologies

Responsible for all aspects of quality from raw material through to end user across a $1.2Bn company with six global manufacturing locations and a global supply base. Reduced customer defects from 436ppm to 224ppm through the development of strategy papers and the 'Quality Transformation' initiative. Developed the synergy between the newly combined supplier and manufacturing quality organisations through the creation of common goals and role rotation.

  • Key member of team that developed the businesses 'Quality Strategy' white paper.
  • Utilised MBA thesis ''A contemporary study of Quality and the challenges that face organisations today' to generate a strategic framework for improvement and cultural change using the business as a case study.
  • Highlighted the need for culture change in the business and engaged leadership support to deliver 'Quality transformation' initiative, engaging multiple functions .
  • Successfully exited customer 'special status' (Supplier Improvement process) at three customers through war room focused on defect elimination.
  • Significant contribution to the 'demand driven value network' supply chain design initiative, developing a modular quality system to meet market specific needs.


May 2011May 2014

Global Supplier Quality Leader

Cummins Turbo Technologies

Developed a highly successful function across six geographic manufacturing locations, resulting in the reduction of supplier related OEM defects from 211ppm to 76ppm, and incoming defects from 1047ppm to 259ppm (both record results for the business) across a supply base of 250 suppliers. 

  • Redesigned the Supplier Quality Management system from the ground up to ensure efficient and effective application of core processes, including standardised workplans for Supplier Quality Engineers globally.
  • Developed the Supplier 'Endeavour' approach - a collaborative approach to working with the most disruptive suppliers to develop relationships, capability and performance using a holistic disruption measure.
  • Implemented a 'Cost of Poor Quality' process, enabling circa $300k supplier recovery year on year.
May 2008May 2011

Site Supplier Quality Leader

Cummins Turbo Technologies

Responsible for both current product and new product introduction, played a lead role in supporting the 2010 'best launch ever' initiative, developing robust supplier quality processes to develop linkages between Engineering and Suppliers to assure manufacturing capability ahead of launch. Reduced incoming material defects from 1234 to 601 through the development of the 'product quality council', providing focus and direction for improvement activities in the supply base.

Jan 2007May 2008

Quality and Re-Engineering Manager

Glen Dimplex Home Appliances

Responsible for Value Analysis / Value Engineering across purchasing, products and processes. Delivered £1.1M in savings through product and process redesign, material substitution and quality improvement. Enlisted the support of the  Manufacturing Institute which identified a further £2M opportunity through adoption of modular design principles, reduction of proliferation and process efficiencies.

Apr 2005 Jan 2007

Plant Quality Manager

Metaldyne International (UK) Ltd.

Responsible for all aspects of Quality for the manufacture of torsional vibration dampers for use in the on-highway truck industry. Successfully led the team to approval of a £3M fully automated production system and delivered a Six Sigma project to improve the Quality of Laser Welding saving £150k per year.

Apr 2003 Apr 2005

Quality and Supplier Development Manager

Sigma Automotive Supply Logistics

Cradle to grave accountability for key accounts such as Honeywell and Viking Johnson Fluid Systems, led a team of Engineers based in Shanghai in the procurement of cast and machined products. Extensive China and Korea supplier development experience culminating in a nine month expatriate role developing a machine shop and supporting business processes to TS1949 standards.

Dec 2001  Apr 2003

Site Manager / Resident Quality Engineer

Quality Liaison Services Ltd.

Resident Engineer at Vauxhall Motors (GM) Ellesmere Port, acting as customer interface to assist in resolution of any issues within the quality and logistics functions of the business. With primary responsibility for the Lear Corp. account throughout launch of the Vectra, responsible for the management of 20 direct reports across seven Tier 1 suppliers.

Sept 2000Dec 2001

Skilled Quality Inspector / Team Leader

Jaguar Cars (previously ford Motor Company)

Responsible for component dimensional assurance for the X400 vehicle launch (X-Type). Led a team of four inspectors and worked closely with the Quality Engineering team to ensure successful PPAP of all components ahead of launch.

Sept 1996 Sept 2000

Electromechanical apprentice

Ford Motor Company

Four year apprenticeship combining comprehensive classroom based theory and practical application of skills across numerous technical disciplines, from basic bench fitting and machining, to the programming of flexible cell systems such as robots, and control systems such as PLCs.