Peter Alderslade
Mobile: 07974 160 527 Home: 01244 851 639
Executive Summary:An executive Interim Manager with a Practicing Certificate from the Institute of Turnaround & a track record of transforming and / or restructuring organisations suffering from significant under-performance or who desire to be world-class. Key strengths include: defining corporate vision & business goals & creating commercial strategy to deliver significant improvements in both top & bottom line results; delivering ‘pain-staking’ business mapping / process re-engineering to improve efficiency & drive down cost - eradicating all unnecessary waste from a business; driving best-in-class performance across management teams through motivational leadership, executive coaching & formal performance management; and a genuine ability to embed change across an organisation through formal stakeholder management and the use of wider change management principles.
Key Skills:
§ Turnaround, Transforming & Restructuring
§ Strategy Analysis, Formulation & Execution
§ Target Operating Model (TOM) Definition
§ PRINCE2 Programme / Project Manager
§ Cost / Value Rationalisation Programmes
§ M&A Integration, Turnaround & Closure
§ Performance Management Frameworks / § Full £multi-million P&L Management
§ Extensive International Delivery Record
§ Kaizen, Six Sigma, Time & Motion Study
§ Process Mapping & Re-engineering
§ Stakeholder Management
§ Building Management Teams & Start-Ups
§ Executive Coaching & Mentoring
Awards:
§ CompAir: Society of Transformation Professionals (STP): Winner - Turnaround of the Year Award
§ Walker Greenbank: Shortlisted for STP Turnaround of the Year Award
Current Role:
1988 to date: Interim Manager / Transformation Consultant (AA Abet Ltd)
§ Since 1988, have operated as an Interim Manager (AA Abet Ltd), completing assignments for companies such as M&S, Fruit of the Loom, DVLA, University of Chester & CompAir, often engaged by stakeholders such as Alchemy, Barclays, HSBC & PwC. Below is a list of example assignments completed over this period (in no particular order and not all are listed).
Selected Interim Assignments:
Fruit of the Loom: Manufacturing Transformation: Transformation Lead (24 months)
§ FOTL invested £150m+ in a new textile mill & greenfield manufacturing facility in Morocco & desired world class manufacturing capability to support this investment. Engaged to deliver this major business transformation programme. Defined TOM; created production model based on Kaizen & Lean cells; introduced customised machinery; and created workforce integration plans for 700 new staff. Succeeded in delivering c 50% increase in productivity with a 30% reduction in labour costs which will soon be rolled out across all manufacturing operations globally.
Lite Structures: Manufacturing Turn-around: Interim General Manager (4 months)
§ Lite Structures had an under-performing manufacturing facility in Romania. Engaged to deliver rapid transformation. Defined optimum management structure; created manufacturing strategy with investment plan; led resource demand forecasting; created recruitment & training strategy; appointed Romanian GM; sourced & negotiated with local suppliers; introduced performance management; expanded product range; and re-engineered business processes. Succeeded in stabilising manufacturing operations which led to a position on the company’s UK Board.
Lite Structures (Construction): New Division Start-up: Interim General Manager (12 months)
§ Lite Structures were expanding into new market for customised temporary structures. Engaged to develop business strategy to drive & support growth. Defined business objectives; created business plan; designed operational infrastructure across people, processes & systems; led strategic training process; created sales process; transformed manufacturing operations in line with new business needs (and ISO9001); and transferred knowledge into Romanian operation. Succeeded in creating robust business strategy which resulted in a profitable £15m t/o division.
Dolgarrog Aluminium: Bank Investment Appraisal: Strategic Commercial Advisor (4 months)
§ Dolgarrog were facing financial difficulties. Hired as part of a team commissioned by Barclays Bank to perform commercial due diligence on Barclay’s investment interests. Engaged with key Dolgarrod & Barclays stakeholders; performed business review; analysed strength of business strategy; performed market research with competitor analysis; appraised products, strength of brand & management team; and wrote / submitted comprehensive report to Barclays. Delivered a robust appraisal which resulted in Barclays re-strategising their investment in Dolgarrog.
John Holdsworth & Co / PwC / HSBC: Business Transformation: Interim CEO (24 months)
§ John Holdsworth & Co (fabric manufacturer) was in financial distress & facing bankruptcy. Hired by HSBC & PwC as Interim CEO to lead transformation. Performed root & branch review of business; created recovery strategy sensitive to nuances of family business; led organisational restructure; rationalised executive remuneration; led cost rationalisation including site closures; delivered process re-engineering; and delivered workforce engagement strategy. Succeeded in improving profit from -£500k to +£500k & submitted recommendations for future direction.
CompAir (Invensys): Post MBO Restructure / Turnaround: Programme Director (5 months)
§ Alchemy Partners funded an MBO for CompAir however the business was in financial distress. Engaged to lead cost rationalisation & restructuring. Audited business; identified 35 individual transformation initiatives across UK & Germany; created programme plans & robust internal comms strategy; closed & sold UK facility (transferred operations to Germany); led knowledge transfer; and oversaw redundancy programme. Succeeded in reducing costs by £3.1m p/a (target of £2.3m) & Compare subsequently won the STP ‘Turnaround of the Year Award’.
Walker Greenbank: Post M&A Transformation: Interim Managing Director (12 months)
§ Following acquisition of a new brand, Walker Greenbank desired consolidation & enhancement of manufacturing operations. Engaged to lead this major programme. Developed strategic plan; led organisational design; delivered complex workforce integration including significant changes in T&Cs; delivered internal comms strategy to retain staff & external comms campaign to retain customers; created 3 year business plan for 3 brands; and disposed of redundant sites to raise capital. Delivered a manufacturing centre of excellence while retaining all ‘desired’ staff & customers, increasing sales by 12% & profit by £900k p/a.
DVLA: Business Transformation: Interim Development Manager (12 months)
§ DVLA were required by the Government to increase productivity while avoiding the cost of new premises. Engaged to lead a major efficiency programme. Audited business including detailed workflow analysis; defined TOM; identified inefficiencies; revised shift patterns & introduced ‘irregular compressed’ working practices; rolled out changes to local office network; established best-practice TQM system; and led change management to embed continuous improvement. Succeeded in significantly enhancing efficiency, productivity & customer service.
Marks & Spencer: M&A Integration & Restructure: Advisor to US Acquisition Team (18 months)
§ M&S acquired a US manufacturer & retailer (Brooks Brothers) which required transformation in line with M&S’ global standards for manufacturing quality. Engaged to lead this programme. Engaged with key stakeholders; reviewed operations; defined TOM; audited quality of finished products; re-engineered operational processes; presented recommendations to Brooks Brothers Board; made significant changes to investment plan; and mentored management team to execute plans. Succeeded in driving through transformation, increasing efficiency by xx%.
Career Chronology (20 years):
§ Feb 2010 to May 2012: Fruit of the Loom (Morocco): Transformation Lead
§ Aug 2009 to Jul 2010: Lite Structures Ltd (Romania & UK): Interim General Manager
§ Jun 2007 to Aug 2009: Career Sabbatical, IoD Diploma & PRINCE2 Certification
§ Feb 2007 to Jun 2007: Lite Structures Ltd (Romania): Interim General Manager
§ Aug 2006 to Jan 2007: Banner Cosalt Plc: Consultant / Facilitator / Advisor to MD
§ Sep 2006 to Jan 2007: Dolgarrog Aluminium Holdings (Barclays): Commercial Advisors
§ Sep 2003 to Aug 2005: John Holdsworth & Co Ltd (HSBC): Interim Turnaround CEO
§ Jul 2003 to Sep 2003: QBase E-marketing Data Services: Consultant / Facilitator
§ Jun 2002 to Jan 2003: CompAir (Alchemy): Programme Director - MBO Restructuring
§ May 2000 to Jul 2001: Walker Greenbank Plc: Interim Managing Director
§ Aug 1999 to Mar 2000: DVLA: Interim Development Manager
§ Xxx 1999 to xxx 1999: Emmett Washing & Dyeing Ltd Business Link: Consultant
§ Xxx 1998 to xxx 1998: Robert H. Lowe Plc: Interim Managing Director & General Manager
§ Xxx 1998 to xxx 1998: The Sweater Shop In Administration (PwC): Interim Director
§ Xxx 1996 to xxx 1998: The Sweater Shop (Arthur Andersen): Interim Manufacturing Director
§ Xxx 1996 to xxx 1996: Preston City Council: Strategy Consultant, Facilitator, Coach
§ Xxx 1995 to xxx 1996: Aquascutum Renown: Interim Director / General Manager
§ Xxx 1994 to xxx 1994: Granby Promotional Fulfilment Marketing: Operations Director
§ Xxx 1993 to xxx 1993: University College Chester: IT Advisor / Trainer
§ Xxx 1993 to xxx 1993: Velmore Ltd: Performance Consultant
§ Xxx 1993 to xxx 1993: Diatech Ltd: Performance Consultant
§ Xxx 1992 to xxx 1992: Cheshire Health Authority: Organisation Consultant/Facilitator
§ Previous: Interim roles, CEO at Tillie & Henderson & Principal Consultant at Kurt Salmon
Qualifications / Certifications:
§ Chartered Engineer (CEng)
§ Master of Science (MSc) Engineering
§ Bachelor of Technology (Hons) Electrical Power Engineering (2:1)
§ Certified Management Consultant (Fellow)
§ Chartered Quality Professional (Fellow)
§ Chartered Management Institute (Fellow)
§ Institution of Engineering and Technology (Fellow)
§ NED Programme: University of Liverpool Management School
§ IoD Diploma in Company Direction: University of Salford
Memberships:
§ Institute for Turnaround (Member)
§ Institute of Interim Management (Member)
§ Textile Institute (Fellow)
Personal Details:
§ Address: Overwood Farm, Parkgate Road, Mollington, Chester CHI 6NE
§ Email:
§ LinkedIn Profile: http://uk.linkedin.com/pub/peter-alderslade/1/ab2/424
Recommendation:
“I had the good fortune to work with Peter during my time at CompAir. In all of our dealings, Peter impressed me as a highly capable and thoroughly professional individual with a real talent for simplifying the complex and communicating clear and concise strategies for improvement. CompAir, then a private equity buyout was going through a period of considerable change and Peter played a very large part in helping the organisation achieve its goals by rationalising and restructuring its resources as part of an award winning turnaround. Highly recommended.”
Steve Wood, Global Best Practice and Lean Director, CompAir
Peter Alderslade Completed CV (Interim Manager - Transformation) 170812.doc