كريس Davey

Grow the existing business organically and by acquisition, create a sales team and improve the selling process whilst ensuring on time delivery of services. Review best practice and utilisation of resources to increase efficiency. Implement “One Team” approach and incentivise critical staff. Improve customer care and awareness. Increase HSE and introduce 5’s awareness, develop and increase the business scope and service provision. Provide business development assistance to any regional initiatives. Grow profit margins and gross sales in an ever increasing competitive market.

Grow the existing business organically and by acquisition, improve the selling process and increase on time delivery of services. Review best practice and utilisation of resources to increase efficiency. Implement “One Team” approach and incentivise critical staff. Improve customer care and awareness. Increase HSE and 5’s awareness, grow the business scope and service provision. Provide business development assistance to regional initiatives. Grow profit margins and gross sales in an ever increasing competitive market. Determine and implement Efficient Best Practice initiatives.

● Budget Planning and proposal to the CEO for board approval
● Decreased debtor days and improved cash flow
● Developed new coating testing services in support Oil and Gas pipeline suppliers
● Implemented a “One Team” approach promoting a new ethos of working together to achieve the business goals.
● Improved business development focus and selling techniques by segmentation of services and incentivising service line owners
● Increased customer care awareness through establishment key account management and NPS
● Increased sales despite increased competition and economic challenges
● Negotiated lump sum contract win for Angola pipeline project
● Developing Australian acquisition strategy and market analysis with UK Head office team
● Established new greenfield business in Johor Malaysia in support of growth plans
● Sales to date are above budget and planned cost savings achieved

Establish a single UAE operating entity. Grow the existing business organically by improving the selling process and increase on time delivery of services. Develop process and procedures to enhance operational excellence. Review best practice and utilisation of resources to increase efficiency. Implement “One Team” approach and incentivise critical staff. Improve customer care and awareness. Increase HSE and 5’s awareness, grow the business scope and service provision. Provide business development assistance to regional initiatives. Determine and implement Efficient Best Practice initiatives, Maintain and expand QA/QC environment.

Ensured business synergy across the various activities in the United Arab Emirates.
Streamlined management structure and reporting lines
Introduced best practice strengths across multi-disciplined units.
Improved HSE awareness across the whole region
Introduced remote location audit procedures to ensure Group compliance is maintained
Developed 6 year business plan in accordance with group guidelines
Reduced bad debt provisioning and debtors days
Manage technical career development initiatives for staff

Grow the existing business organically by improving the selling process and increase on time delivery of services. Provide leadership during name change process from Bodycote to Exova. Review best practice and utilisation of resources to increase efficiency. Implement “One Team” approach and incentivise critical staff. Improve customer care and awareness. Increase HSE and 5’s awareness, grow the business scope and service provision. Provide business development assistance to regional initiatives. Grow profit margins and net sales in an ever increasing competitive market. Determine and implement Efficient Best Practice initiatives.

Increased Sales and Profits well beyond historic levels ($8100k to $1334k)
Budget Planning and proposal to the CEO for board approval
Decreased debtor days outstanding to below 100 from 130
Increased operational scope from 27 to 44 service locations
Developed new “Capsis” corrosion services for the UAE to support Oil and Gas pipeline suppliers
Implemented a “One Team” approach to a multi-site scenario, promoting a new ethos of working together to achieve the business goals.
Improved business development focus and selling techniques and implemented the introduction of CRM
Increased customer care awareness, overall customer numbers and wallet share from existing top 20 clients through key account planning and targeted sales campaigns
Increased sales despite increased competition and economic challenges
Employed Korean National sales specialist to exploit current regional construction opportunities with Korean companies
Negotiated contracts with key clients including; HLG, Arabtec, ACC, Royal Group, Aldar, ADCO, Al Jaber etc.
Negotiated 75% profit margin on project with Kuwait company Kharafi National, project duration was 2 years with sales > 9000k AED

To re-establish production credibility within the UK, find new premises and organise the relocation and consolidation of existing business to new location. Improve operational excellence in line with global KPI’s. Increase scope of activity to support platform business model’s for Far East offices in China. Support business interests at European Community level. To support the Managing Director in the divisional goals and maximise the business potential of the UK in support of overseas generated sales

Established increased service offerings by Developing Efficacy and user trials for Macro stores and Which magazine
Improved customer satisfaction survey results from satisfactory to good/excellent.
Improved turnaround time (TAT) of services from < 60% to >90%
Reduced unnecessary production costs by introduction of strict purchasing rules
Improved profitability from significant loss to 21% gross profit by the reduction of overhead and consolidation of key services
Resourced and established new business based on available market research and sales opportunities in both Analytical and Physical business lines
Relocated existing business from Altrincham to Warrington, within budget and with ongoing cost savings of 25% and ensured smooth transition of existing client base
Improved organisational structure to simplify reporting lines and develop succession planning and staff development
Integrated local quality and procedure manual in to global quality system as per divisional goal

To actively pursue new areas of revenue, consolidating existing business and also deputising for the General Manager in his absence, managing all laboratories and staff and allocating resources in accordance with monthly departmental targets, based on an annual business plan submitted and accepted by the General Manager. Other roles include deputy quality manager, deputy certification manager and notified body representative for the gas appliance, noise directives and senior ETL reviewer for North America.
Relocated and established the UK’s second largest testing facility for gas fired products and controls, producing 80% growth in the first two years and subsequent year on year growth greater than the financial target.

Through change management, reversed the loss making consumer product testing facility into third largest within the company with growth in excess of 60% in the first full year.
Established a network of sub-contract test facilities through North America and Asia, to allow manufactures outside the European Union local access to this market.
Provided regulatory and technical advice to all offices worldwide within the Intertek Group.
Established two additional revenue streams in association with regulatory requirements dictated by the Dti and Defra.

Global provider of testing and certification services

Previous employment
Including: Merchant navy, and retail management

ACHIEVEMENTS

Increased Sales and Profits well beyond historic levels ($8100k to $1334k)
Increased operational footprint from 27 to 44 service locations
Developed new “Capsis” corrosion services for the UAE to support Oil and Gas pipeline suppliers
Implemented a “One Team” approach to a multi-site scenario, promoting a new ethos of working together to achieve the business goals.
Reduced debtor days in line with KPI’s
Improved business development focus, selling techniques and supported new regional sales structure, which included Korean sales executives
Increased customer care awareness through account management process
Increased profitability of Altrincham/Warrington facility from loss to 21% gross profit by reducing overheads and keeping a control on costs.
Reviewed the supplier list and negotiated more cost effective supplies/service whilst instilling a company culture of reducing waste by providing one-off benefits in line with the business improvement.
Improved customer satisfaction feedback from satisfactory to excellent by providing best in class technical support with on time delivery improvements from 90% on time.
Consolidated 3 site operating structure to reduce management overhead and promote individual staff ownership which included the setting of individual KPI’s taking advantage of an individual’s strengths.
Resourced and established new business based on available market research and sales opportunities in both Analytical and Physical business lines.
Recruited key individuals to improve production efficiency and technical excellence.
Contributed to the development of risk assessment guidelines published in the European knowledge base at http://www.ecosa.org/
Worked in conjunction with BIC industries and the European Commission on the implementation of European Decision 2006/502/EC into European Law