Roger Mc Coy

  • Shanghai China
Roger Mc Coy

GLOBAL MANUFACTURING EXECUTIVE; impressive track record of aligning businesses with corporate strategies & objectives


GLOBAL MANUFACTURING EXECUTIVE with a rich B2B background, and an impressive track record of aligning business units with corporate strategies & objectives. 

Starting with an apprenticeship in design and manufacturing, and from that time my love affair with business and manufacturing has never wavered.

Entrepreneurial, strategic, and logical by nature; proven to see the bigger picture. Utilises skills from an extensive blue-chip background to profitably lead change, manage financial and cultural turnarounds and spearhead rapid growth strategies in complex international multi-channel environments in Asia, Europe and USA.

Acknowledged as an inspirational executive and world-class team builder with a passion for delivering value through people and a supportive yet challenging management style that motivates teams and individuals to exceed targets / job responsibilities.

A true contributor at all levels from functional to strategic, who goes beyond what’s required. [email protected] 

Work experience

Work experience
Apr 2014 - Present

President & General Manager

New Store Asia
  • Successfully aligned China operations and performance measures with corporate strategy & objectives
  • Increased capacity over three-fold; China becoming capable of delivering USD50m of group sales
  • 19% reduction in material costs of sales, protecting core business under threat on price
  • Vastly increased customer services and quality levels with great testimonials by customers
  • Improved business quotation/tender systems which provided a platform for the successful tender process with Adidas (well-known for having one of the industries most stringent tender process)
  • Changed the factory from one considered “a high insurance risk” by the group insurer to one that impressed the worlds largest clients whilst reducing costs
  • When the New Store Europe Group went into administration; I acquired and sold the company as a going concern; protecting customers from business critical stock outs, employees jobs, and ensuing suppliers’ debt was not defaulted


Jul 2012 - Present

China Manufacturing & Supply Chain Specialist

Kinsey Ross Limited
  • Founder of Kinsey Ross Ltd and owning company of New Store Asia
  • Supporting businesses to successfully aligned Chinese operational activities and measurements with global corporate objectives
  • Implemented supply chain and manufacturing lean operational techniques
  • Implemented structural, cultural and organizational change, and introduced new methods and processes that; increased customer service and order fulfilment levels, reduced costs, reduced order-to-cash cycle, increasing internal capacities & reducing outsourced costs whilst minimizing capital investment, and reducing inventory & supply chain costs.
Apr 2010 - Jul 2012

Group Managing Director APAC

Electron Technology

Full and autonomous international multi-site P&L responsibility for the expansion of 15 technology brands, with over 400 direct and indirect reports, across Asia Pacific (from India to Japan, and China to New Zealand)

  • Introduced structural and cultural change that increased sales by 20% and gross margins by 45%
  • Led international start-up opening facilities in Japan, Singapore, Australia, India, China and Korea
  • Negotiated an 8% APAC corporate tax rate, typically 12%, with the Singapore EDB (Economic Development Board)
  • Developed strategies to improve non-performing brand products and customers
  • Implemented policies and measurement systems for Asia Pacific distribution network increasing turnover, brand awareness, stock availability, and customer satisfaction.
  • Launched PR campaign including interviews, speaking engagements, presentations, multi-language websites and advertising to promote brand awareness

Reason for leaving; the group relocated its Asian operations to Africa and I preferred to continue working in Asia.

Mar 2007 - Apr 2010

General Manager

Arken POP

Brought in to manage commercial retail, point-of-sale, and advertising projects, including the £70m renovation of the London Underground media and advertising, and subsequently to managing the graphic display division

  • Increased revenue by 20% and profit by a factor of 5; saving this business from certain collapse in the face of very difficult economic times for the media sector
  • Implemented lean manufacturing techniques which reduced inventory and reduced lead-time by two-thirds
  • Led a comprehensive product review to add corporate image to product range and to align offering to target market sector
  • Increased bottom line profitability through business process re-engineering and lean manufacturing introduction

I left this job to seek a larger global role to continue to challenge and develop my leadership capabilities

Mar 2006 - Mar 2007

Operations Manager


Responsible for High Pressure Piston Compressor product range, as well as the development of a strategy for diverging and managing the CNG (Compressed Natural Gas) brands  

  • Awarded ‘Private Company Turnaround of the Year 2006’ by the Society of Turnaround Professionals (STP) by means of a combination of new business development and implementing lean-manufacturing techniques

Interim Roll

Mar 2002 - Feb 2006

Supply Chain Director

GKN Automotive

Executive board member with multi-site responsibility (UK, USA and China) for Materials, Planning & Logistics (MP&L), Customer Service, Project Bid Process and Information Technology.

  • Developed strategy and strategic framework to reverse a £170k weekly loss through off shoring manufacturing and strategic joint venture alliances with key customers
  • Implemented budgetary controls and responsibilities to allow tighter control on key spends and improved creditability with divisional management team
  • Implementing Lean Manufacturing which reduced the order-to-cash cycle, reduced outsourced costs, reduced inventory, reduced supply chain costs and improved customer service levels
  • Restructured purchasing and logistics teams which directly improved customer service by as much as 50% in one sector and reduced direct and indirect costs by £827k
  • Introduced customer relationship management processes that re-established confidence in the market place through improved service and communications
  • Implemented and managed the Sales and Operations Planning (S&OP) process leading to a consolidated and aligned sales plan, production plan, inventory plan, customer lead time (backlog) plan, new product development plan, strategic initiative plan and resulting financial forecasting model 

Company closed the business unit and moved all production to Asia

Jan 2000 - Mar 2002

General Manager

Laird Technology plc

Full P&L responsibility for the Silver End manufacturing facility with 331 employees and a turnover of £32m

  • Increased sales revenue by over 19% in just over a year
  • Rationalised product range increasing profitability of price sensitive customer whilst maintaining premium high-end offering for larger clients
  • Increased customer service levels from 55% to 97%+ and customer satisfaction survey moved from below 3 to above 9 [on a scale of 1 to 10]
  • Implemented lean manufacturing techniques that over halved the order-to-cash cycle, reduced inventory by 80% and increased productivity which in turn freed capacity to produce £400k of work previously subcontracted with no additional investments

Left to follow my boss to GNK Automotive Division

Feb 1995 - Jan 2000

Commercial & Supply Chain Executive


Responsible for customer relationship management, supply chain management and materials, planning and logistics (CRM, SCM and MP&L) for both the FMCG and Automotive Divisions

  • Worked relentlessly establishing global distribution channels (both retail outlets and agents) growing turnover from £6m to £50m which led to the well reported acquisition by Phillips for £350m
  • Manager for North American subsidiary, generating revenues of US$20m per annum and a year-on-year growth rate of over 70%
  • Received the Queens Award for export and product innovation in 1999
Jan 1993 - Feb 1995

Commercial & Supply Chain Manager

Lawson Mardon Wheaton
Jun 1986 - Feb 1993

Supply Chain Project Manager


Managed complex joint DOD and MOD Defence, Aerospace and Avionics projects and programs

Jul 1983 - Jun 1986

Apprenticeship Design and Manufacturing

Locke Furniture

Completed an apprenticeship in design and manufacturing of fine furniture, which gave me a solid technical and project approach to build my career.


Aug 1998 - Jun 2000


University East Angelia

Master of Business Administration

Aug 1997 - Jun 1998

Diploma in Management Studies

Suffolk College
Aug 1996 - Jun 1997

Certificate in Marketing

Suffolk College
Aug 1979 - Jun 1983

High School Diploma

Central High School, San Angelo, TX, USA

US  High School Diploma



Strategic Planner

An outstanding strategic planner, constantly delivering integrated business strategies in complex and high-pressure environments, providing a clear sense of direction and purpose and an unwavering commitment to achieve corporate objectives – having achieved outstanding annual sales growth and leading substantial turnarounds.


Accomplished Business Leader, innovative and creative with the ability to influence across all areas internally and externally, having managed international teams of over 500, successfully communicating strategic plans and lead corporate initiatives, and transformational corporate change program – continually exceeding stakeholder expectations.


Financial leadership, awareness and acumen, growth, profit and cash flow focused; underpins strategic decision-making, corporate initiatives and operating costs with justifiable business cases. Analytical business analysis, risk management and proven ability to introduce financial controls, makes worthwhile capital investments, enforce cost control measures and always delivers on financial targets.

Internationally experianced

Internationally focused and accomplished global decision maker with extraordinary credentials for making decisions within an international context.  Profitably lead market entries and exits in North America, Europe and Asia Pacific and have managed operations across a number of countries and regions, developing strategic alliances, introducing global outsourcing models, off-shoring operations and building close relationships with international partners.


Effective executive manager, a forward thinker who engages, influences and negotiates with fellow executives, building mutual trust and respect. Renowned for building, inspiring and motivating teams that deliver results, having successfully lead complex multi-national management teams across Europe and Asia.