Marshall Reid

Responsible for P&L leadership within a manufacturer of healthcare sector equipment, turnover £30m
•Appointed as MD to drive strategic, tactical and operational issues, managing 6 UK business units
•Focused on spearheading business development across Europe, UAE and Australian territories
•Definition and execution of a 1, 3 and 5 year business strategy, outlining plans for business growth
•Product portfolio includes patient lifting, moving and handling equipment for the homecare sector
•Full P&L accountability, covering £6m EBITDA, 47% product prime margin and 41%+ gross profit

Key achievements & business outcomes:
•Drove change management initiatives, driving sales, product and customer service improvements
•Transformed product quality by utilising TQM & World Class Manufacturing (6-Sigma, TPM, Kaizen)
•Dramatically reduced inventory levels by over £600k+ whilst decreasing overall product lead times
•Championed acquisition targeting, leading for the business on due diligence, acquisitions and offers

Responsible for sales, marketing and operational development within an MRO company, turnover £18m
•Appointed to P&L leadership role, providing mechanical, engineering and airframe services to clients
•Focused on strategic planning and leadership for sales & marketing globally, underpinning expansion
•Top-level engagement with EMEA blue-chips, including Ryanair, Thomson, Jet2 and Thomas Cook
•Oversee QMS
•Negotiate with manufacturers on quality matters relating to MRO projects
•Audit review of aircraft documentation and workpacks

Key achievements and business outcomes:
• Grew EBITDA from £4.7m - £6.0m • EBITDA growth >19% over 4 years • Attained 41% GP & 47% PM
• Concluded £9m of acquisitions • Reduced inventory by £600k • Implemented £1.5m bespoke ERP system
• Negotiated contracts and LTA’s valued < £14m
• Initiated change management policy and merged 6 business units into 1 UK Group
• Achieved ISO 13485 by transforming quality processes utilizing Six Sigma, Kaizen, and TQM policies

Responsible for P&L leadership within a manufacturer, supplier & installer of construction products
•Top-level engagement with house builders, local authorities, local trades, and builder's merchants
•Full P&L business management and accountability, driving sales & business development initiatives
•Effectively managed sales, manufacturing, operations, installation, customer services, HR & finance
•Delivered in-depth business analysis, implementing a turnaround plan to save £180k over 12 months
•Successfully designed and delivered an ISO / BSI strategy to regain accreditation to ISO standards
•Implemented an efficiency model to optimise production and installation functions, supporting growth

Responsible for spearheading the strategic direction & operational focus of an expanding business
•Appointed as CEO within a highly-specialised electronics manufacturing, sales & installation channel
•Focused on increasing profit margins through improved efficiency drives & procurement by over 23%
•Increased turnover performance in 2003 by 48%, 2004 by 17% & 2005 by 12%, boosting profitability
•Successfully developed strategic partnerships with FM companies, building alliances & partnerships
•Delivered P&L accounts with budgets, sales forecasts, business development & production processes

Responsible for growing sales within construction, house building, & civil engineering sectors
•Compile and implement strategic sales and marketing plan
•Management of 12 direct reports and 180 field based business development managers
•Direct management of core teams across customer services, finance and marketing
•Top-level client engagement, negotiating contracts to increase overall sales performance by $2m
•Conducted & led in-depth market segmentation profiling to identify key market channel opportunities
•Successfully built an effective & professional CSR network, delivering high levels of customer service

Responsible for P&L business leadership with a contractor in construction & civil engineering sectors
•Leadership, management and control of a multi-functional team of sales, operations & support staff
•Direct management core teams across quality, finance and HR, providing business-critical support
•Top-level client engagement, negotiating contracts to increase overall sales performance by $600k
•Conducted & led in-depth market segmentation profiling to identify key market channel opportunities
•Successfully built an effective & professional CSR network, delivering high levels of customer service
• Negotiated a $180m rail contract • Market segmentation increased sales by $1.25m • Decreased inventory by 40%
• 400% increase in civils contracts, 100% growth in housebuilding product sales, generated 47% increase in trade sales
• Returned Company to high profitability through strategic and efficient restructuring
• R+D development of new diamond cutting tools