Rod Perks MIIM – Interim Manager
PERSONAL DETAILS
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Name:
Address:
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E-mail:
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Rod Perks
Solihull, West Midlands, B92 8QZ
0121 537 2662 (Home) 07970 447754 (Mobile)
rod@rodperks.com
Married
PROFESSIONAL PROFILE
Professional, experienced and successful senior Interim Program Manager with 1st class track record of
planning, managing and delivering complex operational change and relocation projects within budget and
on time for multi-site, international SME and PLC manufacturing and engineering companies in numerous
sectors - Capital Plant, Defence, Automotive, Marine, Plastics, Electronics and Aerospace
Specialising in delivering global restructuring programs i.e. business integrations; operational relocations;
new builds; site closures; consolidation programs; rescue & recovery projects
Results orientated, customer focused, hands-on professional; excellent communication, negotiation and
interpersonal skills with Stakeholders; Suppliers; Business Partners and Client team members.
Energetic and tenacious Interim Project Manager with enviable reputation for delivering critical business
improvement assignments in dynamic environments
NOTE: Subsequent to a successful career at senior Operational and Board level within
manufacturing industry, I established SMR Ltd in 1999 for delivering 1st class Interim Program
Management on business critical commercial and operational assignments, specialising in
manufacturing integrations, relocations and restructuring – all of which are documented and
can be supported with excellent references from previous clients and leading ISP’s.
CAREER TO DATE
1999 to present: Director – Springfield Management Resource Ltd
Key responsibilities
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Delivery of professional Interim Program Management services by understanding client
requirements and generating immediate credibility for delivering positive impact
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Program Management accountabilities
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Rod Perks
Project set-up, planning, facilitation, integration, deployment and closure
Professional input on strategy, scope, deliverables and performance metrics
Management & co-ordination of milestones, issue logs, project dependencies
and lessons learned
Project governance; PID; Business Case; Change control and Documentation
HSE management and CDM co-ordinating
Budget planning, budget management, tracking of CAPEX & OPEX programs
Risk Management, DRP & Contingency Planning
Conflict resolution
Resource & recovery Management
Leadership and mentoring of client project teams
Producing regular project reporting to Board, Steering Committees & client
management teams
Stakeholder management
Maintaining best practice
3rd Party management
Full project life cycle – inception, delivery & project closure
Zero disruption
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Rod Perks MIIM – Interim Manager
EXAMPLES OF INTERIM ASSIGNMENTS
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Interim Program Manager – Renold PLC – Manchester (May 13 – to date*)
Key Responsibilities
Design, plan, manage & deliver multiple complex projects including:
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The closure of a major UK manufacturing site
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Successfully transfer all operations to Germany, China & USA with zero
disruption to customer base, supply chain and stakeholders
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Create PID’s and all relevant project governance control documents
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Establish and manage client virtual teams in donor and recipient sites
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Coordinate and manage various work-streams and working groups
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Plan phased transfer of Work packets to recipient sites
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Manage BoMs, Routes & ECR’s during transition
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Prepare and strictly manage CAPEX and OPEX budgets for all global sites
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Manage all phased recruitment programs in-line with operational requirements
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Project manage complex integration program regarding processes, data
transfer, tooling, materials, resources, plant and equipment, issue logs & risk
mitigation etc
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Source, select and manage all 3rd parties
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Detailed and regular reporting to Steering Committee & Board
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Project successfully completed on time within budget
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Reported directly to CEO
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Refurbishment of a 165,000sq ft manufacturing complex in readiness for sub-let
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Arranging tender & bid programs resulting in selection of nominated partners
working under a JCT contact
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Managing contractors and all H&S matters
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Project successfully completed on time within budget
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Reported directly to CEO
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Relocation of PLC Head Office
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Search and select appropriate facility
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Manage all legal negotiations resulting in successful lease agreement
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Manage CAT B fit out program and Working Group including networks & comms
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Project successfully completed on time within budget
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Zero disruption
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Reported directly to CEO
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Program of investment in upgraded manufacturing technology
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Deliver a meaningful reduction in operating costs, reduce lead times and
prepare for sustained sales growth
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Project included managing complex project of civil and M&E works to ensure
foundations were suitable for high value plant & machinery
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Preparation of detailed project plan
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Manage Working Group and project reporting to Steering Committee
Interim Project Manager – Saffron Building Society – Essex (Jan 13 – April 13)
Key Responsibilities
Plan, manage and deliver cradle-to-grave operational relocation program
Relocate key operational teams (Contact Centre, Investment, Underwriting & Mortgages) to new
facility with zero disruption
Manage property sourcing, acquisition, full D&B activities with zero disruption to Operations
Managing and coordinating D&B, QS, M&E Engineers, Architects and Legal teams
Produce complex high-value CAPEX and OPEX budgets
Regular reporting on all activities within highly regulated environment
Establish and led multi-disciplined Working Group
Project successfully completed on time within budget
Report to Project Sponsor
Rod Perks
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Rod Perks MIIM – Interim Manager
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Interim Director of Projects – Filtrona plc (now Essentra plc) – Milton Keynes (Nov 11 –
Jan 13)
Key Responsibilities
Plan, manage and deliver major post-acquisition global integration, transition, transfer of
manufacturing and warehouses; site closure programs across US, UK and Europe
Project manage the planning for new warehouse build in Kidlington
Manage and deliver complete refit of facilities and successful transfer of key teams
Liasing and coordinating with Developers, Civil & Structural Engineers, Architects, Construction
companies, Local Authorities and Legal teams
Produce complex high-value CAPEX and OPEX budgets
Ensure data integrity and data transfer of disparate ERP systems
Manage all HSE activities
Manage Steering Group and report on all phases within global program
Establish and mentor multi-disciplined Working Groups (virtual teams)
Develop and deliver complex programs and risk mitigation strategies
Report to Group Managing Director
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Interim Project Manager – Brush Turbo Generators - Loughborough (July 11 – Nov 11)
Key Responsibilities
Review and implement sustainable business & process improvement within ‘Controls’ division
Manage team of Designers; Electrical and Software Development Engineers (PhD’s)
Introduce customer and stakeholder performance metrics
Develop measurable improvements in customer service levels (QCD / RFT)
Improve performance management
Manage resource on NPD/NPI and standardisation programs
Implement robust demand and resource planning techniques
Introduce & document improved process & system disciplines to ensure best practice
Remove legacy issues and establish coordinated planning systems
Lead and facilitate group workshops
Ensure capacity and capability supported current and future operational demand
Report to Managing Director
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Interim Project Manager – Alcontrol Labs – Deeside (Oct 10 – May 11)
Key Responsibilities
Create and manage a detailed project plan for the relocation, transition, integration and closure
of recently acquired hi-tech soil & water laboratory
Manage multi-disciplined operational and virtual project team (s)
Develop and maintain all supporting documentation (Risk Register; Issue Log; Methods Master)
Represent company during complex transition negotiations with Vendor and key customers
Ensure that diverse and complex IT data management reporting structures were coordinated
Transfer of facilities, equipment, processes, data, resources in a timely and managed plan
Manage Steering Group and Working Group
Consolidation of duplicate business systems and operational processes
Prepare and present progress reports to Board, Stakeholders and key customers
Report directly to CEO
Interim Project Manager – Xaar plc – Jarfalla, Sweden (April 09 – July 10)
Key Responsibilities
Develop and manage a detailed project plan to part-relocate & integrate high-tech electromechanical component manufacturing process business from Sweden to UK
Manage multi-disciplined operational project teams and 3rd parties in SE and UK
Manage refurbishment and shipping of specialised clean-room and Laser manufacturing
equipment
Manage disposal of redundant / scrap equipment / F&F
Manage and coordinate all refurbishment requirements (HVAC / Services / Utilities)
Integrate IT / IS and business infrastructure systems
Full responsibility on all legal negotiations with and professional bodies
Manage all facilities in both sites (utilities, HSE, services and networks)
Manage multi-million pound budget including CAPEX, OPEX and services
Create and manage Issue Log, Lessons Learned and Risk Mitigation Strategies
Prepare and present progress reports to Board; key customers; stakeholders and workforce
Report directly to Operations Director
Rod Perks
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Rod Perks MIIM – Interim Manager
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Interim Project Manager – MTL Instruments – Luton (Aug 08 – Mar 09)
Key Responsibilities
Project manage the restructuring, relocation and integration of 3 separate US owned (Cooper
Crouse Hinds Inc) PCB manufacturing sites, warehouses and offices into new green field facility
Design, plan and manage major ‘cradle-to-grave’ MSP project plan (key stages, timelines,
deliverables, tasks, critical path, dependencies etc)
Manage data integration and all IT / IS related activities
Manage refurbishment program of complex flow process plant and equipment
Ensure satisfactory fit-out design and implementation
Create meaningful Risk Mitigation strategy
Ensure smooth and seamless phased transition
Manage contractors, suppliers, professional support bodies and client PM team
Report direct to UK and US Operation Directors
Interim Plant Manager – Lewmar plc – Luton (Nov 06 – May 08)
Key Responsibilities
Managed all operational and distribution services of multi-site international marine
manufacturing company (high variety – high quality electro-mechanical products) with covert
plan to relocate all manufacturing activities
Planned and implemented relocation of 2 UK manufacturing business units
Chairman of multi-site ‘UK Manufacturing Resource Group’
Procured land; constructed and established green-field manufacturing site in Tunisia
Managed customer service level agreements
Reported to UK Operations Director
Interim Operations Director – Trio Ltd – Gloucester & Milton Keynes (May 05 – Oct 06)
Key Responsibilities
Responsible for managing successful turnaround in operational performance of multi-disciplined,
specialist manufacturing and HGV conversion company – Commercial vehicles
Analysed current business model and delivered future operational strategic direction
Implemented & managed change (cultural improvement program)
Implemented improved manufacturing techniques to optimise QCD performance
Identified and implemented line balancing – capacity planning
Lean Manufacturing techniques (5S / 7W) & Value Streaming
KANBAN (success featured in ‘MANUFACTURER’ and IQA magazine)
Instigated 6 Sigma in conjunction with University of Exeter
Reported to Board
Interim Managing Director – Ramtech Electronics Ltd – Nottingham (July 04 – April 05)
Key Responsibilities
Restructured company and improved performance within high value-low volume electro
mechanical design, manufacture, service & installation company – security surveillance products
Responsible for R&D; Project Management; Sales; Service; Manufacturing; Finance & QA
Full budget and financial responsibility for P&L / Balance sheet / cash management
Improved OTIF delivery & SLA’s
Planned and delivered business strategy for long-term growth and profitability
Relocated company into new facility
Restructured company in readiness for disposal (MBO)
Reported to CEO
Interim Project Manager – Middleton Doorman – London (Mar 04 – Jun 04)
Key Responsibilities
Project Manager planning, designing and managing entire business relocation & integration
project
Responsibilities included full MS project planning and management of Budget, Risk Register,
Legal, Issue Log and full MSP plan
Liaison with contractors, consultants, IT/Comms installation, surveyors and solicitors
Regular reporting to key stakeholders
Interim Program Manager – HBC Engineering Solutions Ltd – Kent (Sept 03 – Jan 04)
Key Responsibilities
Co-ordinated, managed and delivered a program of complex operational projects
Recovered numerous failing operational projects
Improved productivity and identified key data migration and IT systems issues
Introduced program of CI, Lean Manufacturing techniques (SMED) and process improvements
Rod Perks
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Rod Perks MIIM – Interim Manager
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Interim Project Manager – Jabil – Liverpool (Oct 02 – July 03)
Key Responsibilities
Plan and manage complex warehouse and logistics relocation from Liverpool to Coventry
Cradle-to-grave project design including adherence of key milestones; risk analysis,
dependencies, CPA and project reporting to client, key stakeholders and customer
Transfer all networks, IS infrastructure and communications
Plan entire facility fit-out and major refurbishment program
Full financial and budgetary management
Customer and stakeholder interface
Project successfully completed on time and within budget.
Managed the escalation and resolution of issues and discrepancies
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Interim Project Manager – South Staffs Water – London (July 02 – Sept 02)
Key Responsibilities
Project design, planning and managing the entire relocation and integration of a utilities company
Scope, develop, co-ordinate, communicate and implement MS project plan
Risk management and adherence to CSAs
Logistics and distribution
HR and IR issues within site closure
Project successfully completed on time and within budget
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Interim UK Operations Manager - Linde Gas UK Ltd - Midlands (Mar 01 – April 02)
Key Responsibilities
Relocated gas processing plant from Stoke to Aberdeen
Managed seven UK gas processing and distribution sites
Implemented and managed a range of operational Continuous Improvement project
Improved cultural habits and operational business processes
Introduced new working practices
Implemented and managed a meaningful range of co-ordinated KPIs
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Interim Program Manager - DARA (MoD) – S. Wales & Fleetlands (Sept 99 – Dec 01)
Key Responsibilities
Managed the analysis, design and implementation of new business processes and operational
procedures within multi-site DLO to replace legacy systems integrating various branches of
Armed Forces and Defence industries
Close liaison with Commercial Management team, supply chain, business units and stakeholders
Key member of a dedicated project team implementing E-Commerce; CRM; E-Procurement; Bid
Management; Demand Planning; NSP
Commercial business processes successfully introduced as part of ISO9000: 2000 program
Continued to develop pan-DARA commercial processes and procedures
Security cleared
EARLIER CAREER
1996 to 1999: Managing Director – Lightweight Body Armour Ltd - Northampton
1993 to 1996: Managing Director - Wadkin Group of Companies - Leicester
1990 to 1993: Managing Director - Widney Ltd – Birmingham
1986 to 1990: Operations Director – Widney Ltd Birmingham
CAREER PRIOR TO 1986
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Production Manager – Buehler Inc
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Based in Lake Bluff, Chicago prior to establishing UK manufacturing and R&D facility
on green-field site (Warwick Science Park) – Capital goods for metallurgical industry
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Production Services Manager - GEC Group
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Electro-mechanical check-weighing and vibratory conveyors – food &
pharmaceutical industries
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Production Manager – Lucas Girling
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Production Engineer – Lucas Girling
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Braking systems - commercial, passenger & rail
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Indentured Engineering Apprenticeship - Lucas Aerospace
Rod Perks
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Rod Perks MIIM – Interim Manager
PROFESSIONAL DEVELOPMENT
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HNC Mech Eng
Financial training at GEC College of Management
MRP II & EDI Manufacturing systems
S & OP implementation
ISO 9000:2000 QMS
Lean Manufacturing systems & tools
Dip. Ind. Management
MSP Project Management
Prince 2 Foundation
CDM Co-ordinator
ADDITIONAL INFORMATION
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Car owner with full clean driving licence.
PC skills - MS Office, Word, Excel, PowerPoint, MSP 98/2000, MSP 2002 (EPM), MSP2013
Fully experienced in working within & trading with overseas markets
Ability to travel & work world-wide on assignments
Own limited company – VAT registered
PI, PL & EL insurance cover
Opt Out of EAA
Non smoker
Security cleared – now lapsed
Member Institute of Interim Management
http://uk.linkedin.com/in/rodperks
Rod Perks
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