Stephen Wright
Physics graduate from Leicester University with PhD in Electrical and Electronic Engineering from Nottingham University. 20+ years hands-on international executive management, and both “Big 4” and independent consultancy.
| Headline: | Innocent Bystander |
| Skills: | Business, Electrical Engineering, Engineering, Management |
| Location: | UK |
| Interested in: | Helping friends, Meeting new people, Professional opportunities |
| Tags: | bi, epm, erp, kpi, metrics, search, services, social networking, supply chain |
| Schools: | Nottingham University, University of Leicester |
FULL BIO
• 20+ years hands-on international executive management, and both “Big 4” and independent consultancy. Strong communicator and facilitator at all levels of organizations;
• IT Programme Management, Business Turnaround, Supply Chain, Theory of Constraints, Lean Principles, Organizational Agility, Balanced Scorecard, Business Intelligence, Process Redesign, Product and Services Development and Deployment, and ERP Selection and Implementation;
• Deliverables have included inventory reductions of 30%, fulfillment and service level improvements of 25%, cycle time reductions from weeks to days, revenue improvements upwards of 30%, bottom line improvements of 25%, and planning and forecast accuracy improvements of 20%.
WORK EXPERIENCE
| Employer: | Independent (US and UK-based) |
| Position: | Work experience |
| Time period: | August 2004 - Present |
| Description: | Interim Management, IT Program and Project Management, Strategy Development and Execution, Change Management, Process Design and Implementation, Enterprise Performance Management, System Implementation.
Enterprise Performance Management (EPM) and Business Intelligence (BI): • Interim MD EMEA for PACE Performance Group; • Delivering methodologies and tools for strategy development, planning, translating strategy to objectives, initiatives and goals, and communicating to all levels of enterprises, monitoring of execution and effectiveness through aligned KPI’s and metrics • Strategy Maps, Balanced Scorecards, and BI tools for root cause issue analysis, and analytics, and data visualization using GIS tools; • Realized improved planning, and strategy and initiative communication, shorter strategy execution cycle time and time to benefits, consolidated data management and reporting and analytics. Change Management: • Managed internal resources and consultant teams, and leveraged personal experience to design and execute change programs; • Small, medium and large enterprises including both product and service vendors; • Identification and design of change and improvement programs using Value Chain Mapping, Theory of Constraints and Lean Manufacturing/ Operations methodologies; • Implemented initiatives using KPI driven methodology, mentoring, Kaizen events, team development and workshops etc; • Implementation of perpetual change management frameworks including ongoing cost/ benefit analysis and initiative prioritization and execution, interim leadership and training to embed an ongoing improvement culture; • Realized increased customer responsiveness and organizational agility, improved asset utilization, improved fulfillment and service levels, reduced process cycle time (back office and shop floor) increased throughput and decreased cost of sales. Supply Chain/ IT Solution Design and Implementation: • Managed international teams of internal, consultants and solution vendor resources, and leveraged personal experience to programme manage initiatives to diagnose issues, develop strategies, build business cases, find opportunities, and design and implement solutions. Focus on high tech and complex international manufacturing environments; • Organizational revenues between US$0.8 and US$6 Billion, servicing both domestic, near shore and international markets; • Analysis and opportunity identification included product portfolios, market and customer behaviour and demand profiles, manufacturing and distribution processes, order management processes, inventory level maintenance and management policies, new product introduction, and sourcing and supplier management; |
| Employer: | Nordisk Aviation Products (US-based) |
| Position: | Vice President, Strategic Global Projects; President, North American Operations; Vice President Finance and Operations |
| Time period: | December 2001 - August 2004 |
| Description: | Norwegian based OEM selling and leasing Universal Load Devices (ULD) and providing services for Nordisk and other OEMs to airlines and cargo carriers around the world. Nordisk was a wholly owned subsidiary of Hydro ($18 Billion Norwegian Industrial Conglomerate).
Member of the international management team and the boards of directors for Nordisk Aviation Products, Inc (US) and Nordisk Aviation Products, Ltd (UK) Vice President, Strategic Global Projects December 2003 – August 2004 Defined and executed strategic and transitional projects that contributed directly to the optimization of global performance: Developed a joint venture/partner strategy for the European operations and initiated execution: Identification and selection of potential partners with relevant experience, business philosophy and values; Negotiation and execution of all aspects of merger and joint venture activities: terms, transaction documentation, development of business plans, operational integration activities and management of transitional HR issues. Moved UK-based loss making multi-site business unit to profitability within 4 months through transition to a joint venture and execution of process improvement activities; Identified and initiated discussions with potential joint venture/partner candidates in the Americas and Asia. President, North American Operations March 2003 – February 2004 Restructuring and turnaround activities in North America and strategic offshore locations (Philippines and France): Restructured organization and capacity to reduce fixed costs by 40%; Rebalanced throughput between the US and offshore facilities to maximize group margin; Introduced “Value Analysis” selling strategy to take business away from incumbent competitors; increased revenue by 20% over a 6 month period; Negotiated new customer contracts and developed strategic partner relationships. Vice President Finance and Operations December 2001 – February 2003 Responsibility for the operational and financial performance of the North American network comprising 7 facilities in 6 states: • Applied theory of constraints and lean principles to lower cost in all facilities while increasing throughput and quality, achieving bottom line improvements of 25% within 6 months; • Led system developments including, performance management, ERP and Web presence • Led development of a Web-based shop floor control application which further facilitated lean operations, gave worldwide real time visibility to service activities in-house, provided a customer window on the status of each unit within a facility (unique in the industry), and delivered electronic record keeping of repair history. |
| Employer: | Deloitte & Touche, LLP (US-based) |
| Position: | Senior Manager; Manager |
| Time period: | August 1998 - November 2001 |
| Description: | Senior Manager June 2000 – November 2001
Responsible for the development and quality assurance of the manufacturing and supply chain practice: • Sales, risk analysis and mitigation planning, solution delivery and quality assurance; • Leveraged theory of constraints, lean principles and industry specific best practices to identify and realize over $70 Million of tangible benefits for clients through: facilities redesign and operations improvement, supply chain redesign, implementation of supply chain planning tools, ERP selection and implementation, strategic cost reduction, and inventory management; • Developed and managed vendor relationships with Adexa, JDEdwards, QAD and i2; • Steering committee member of the National Manufacturing and Supply Chain Thought Leadership and Practice Development Groups. Manager August 1998 - June 2000 Sales and delivery of manufacturing process improvement and supply chain based consulting engagements: • Engagements included: supply chain redesign, implementation of supply chain planning applications, ERP selection and implementation, and manufacturing and warehouse process improvements leveraging lean processes and Theory of Constraints. |
| Employer: | Dynacast/SPM (UK, US and Canada-based) |
| Position: | Business Systems Manager; Manager |
| Time period: | March 1989 - August 1998 |
| Description: | Dynacast/SPM supplied plastic moldings and precision die-castings to OEMs from 26 locations in 20 countries as the international precision engineering division of Coats Viyella
Business Systems Manager June 1996 - August 1998 Business systems/ process best practice: • Managed the information technologies organization including strategy, systems analysis, metrics and KPI’s, programming and telecommunications. • Directed the installation of systems and business process change in 12 facilities. Manager March 1989 - June 1996 Member of the Executive Management Development Program: • Interim manager available to support facilities during management change, improvement programs, post merger integration and “trouble shooting”; • Application of appropriate methodologies including theory of constraints, lean manufacturing and Taguchi methods; improving yields, throughput and on-time delivery while lowering costs and inventory; • Customer Service Manager with full P&L responsibility in the Illinois, Texas and California facilities including new product development and introduction programs; • Production Manager with responsibility for production scheduling and execution, quality and process control. • Specification, selection and implementation of ERP and production planning systems. |
| Employer: | Zetetic International (UK- based) |
| Position: | Retained Consultant; Research & Development Manager |
| Time period: | October 1987 - June 1991 |
| Description: | Development of high-tech security products and execution of research projects for government and private sector groups.
Retained Consultant March 1989 – June 1991 Supporting the R&D team and advising the Board of Directors Research & Development Manager October 1987 – March 1989 Reporting to the Board of Directors with responsibility for new product research and development. |
EDUCATION
| University: | Nottingham University |
| Time period: | 1988 |
| Degree: | Electrical and Electronic Engineering, PhD |
| University: | University of Leicester |
| Time period: | 1984 |
| Degree: | Physics with microelectronics and computing , BSc |
PUBLICATIONS
| Papers: | • “So You Think You’re Good Enough”?, April 2009, Works Management – Quoted
• “Prune Costs Carefully for Fruitful Results”, May 21, 2001, Orange County Business Journal • “Position Yourself for an Economic Upturn”, July 9, 2001, Orange County Register • “Real Supply Chains”, Guest Lecture at University of Southern California, January 2001 • “Supply Chain Solutions, Lean Manufacturing, ERP and e-Business” Guest Lecture at University of California at Irvine, March 2001 |
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