NMAbout Nevil
A highly driven and self-motivated Senior Executive Director / Manager with a graduate-level background, known for consistently exceeding expectations. Demonstrates strategic leadership and inspires organizational change while prioritizing customer needs.
With 18 years of experience as a Plant Manager in the 1st Tier Automotive industry, possesses invaluable skills such as being results-oriented, data-driven, resourceful, and flexible. Maintains a positive demeanor under pressure, showcasing strong business acumen and decision-making skills.
Adheres to a management philosophy focused on teamwork, transparent communication, visual management, Gemba walks, and continuous improvement, emphasizing accountability and measurable KPIs.
Exhibits emotional intelligence and adeptness as a leader, coach, and mentor, seamlessly transitioning between strategic planning and hands-on execution. Proficient in organizational and time management, prioritizing tasks effectively.
Capable of implementing global business strategies and complying with standards like IATF16949, ISO14001, and ISO45001. Expert in manufacturing methodologies and certified as a Six Sigma Black Belt.
English
Native or bilingual
Can work on-site
Hinckley (up to 50km)
Experience
- Auria Solutions LtdPlant ManagerAUTOMOBILEApril 2019 - Today (7 years and 1 month)Birmingham, England, United KingdomAutomotive Acoustic, Flooring & Fiber Based Systems - 1st Tier Supplier to JLR Solihull & Halewood PlantsPlant Manager- General Management: Overseeing day-to-day operations at Auria Solutions, Gorsey Lane site (13,500m², £60m sales revenue, 3 shifts, 178 employees). Processes include Poly/ISO PU Foaming, Forming Press Lines, Waterjet Cutting, Robotic Assembly, and Sequenced JIT assembly cells.- Strategic Leadership: Leading HSE, Operations, Logistics, Quality, HR, Process Engineering, Aftermarket, IT, Launch, Purchasing, and Finance teams. Full Plant P&L responsibility, monitored monthly against budget and forecasts on Sales, OI, Inventory, CAPEX, and Cashflow. Preparing and presenting yearly Plant Budget to CEO/CFO.- Turnaround Management: Developed a comprehensive turnaround strategy addressing root causes and setting clear improvement objectives, transforming from a -12% Operating Income loss in 2019 to a +14% Operating Income in 2024.Key Initiatives:
- Consolidation: Merged operations from two sites to one, closed Hams Hall facility, and outsourced Tuft & Extrusion business.
- Workforce Alignment: Restructured workforce, maintained transparent communication, and managed redundancy process.
- Leadership Assessment: Evaluated and adjusted leadership capabilities and organizational culture, hired new talent, provided training, and restructured management roles.
- Performance Monitoring: Established KPIs to track progress and adjusted turnaround plan as needed.
- Continuous Improvement: Material usage projects, scrap reduction, overhead justification and OEE improvement.
- Negotiations: Successfully negotiated a significant sales price increase.
- ERP Implementation: Seamlessly transitioned from QAD to Plex ERP system in May-24
- MLA Program Launch: Flawlessly launched MLA Program in Dec 2021, delivering commercial targets.
- Dana UK Axle LtdPlant ManagerAUTOMOBILEOctober 2018 - March 2019 (6 months)Witton, Birmingham, England, United KingdomAxle & Drive Shaft Manufacture and Assembly1st Tier Supplier to VW Poland, Ford, Nissan, JLR Castle Bromwich & Solihull PlantsPlant Manager
- General Management: Day-to-day operation of Dana Witton Plant; overall facility size 270,000 sq. ft. over East & West buildings, $170m sales revenue, 3 shifts working 24/5 and circa 395 employees. Manufacturing processes include machining, robotic laser welding, NVH testing to within 0.01dB and 3 assembly lines producing circa 11,000 axles per week, supported by an extensive 'deep sea' supply chain management.
- Strategic Management Leadership: HSE, Operations, Logistics, Quality, Human Resources, Process Engineering, Aftermarket, IT, Launch, and Finance teams. Full Plant P&L Responsibility monitored monthly against original budget and monthly forecasts on Sales, OI, Inventory and CAPEX.
- Union Management: Strong plant wide Unite the Union membership and recognition requiring firm and formal management to maintain employee relationships, leading the pay review negotiations in 2019 and Brexit discussions and preparations centering on April OEM planned layoffs.
- IAC Elmdon LtdPlant ManagerAUTOMOBILEJanuary 2012 - September 2018 (6 years and 9 months)Birmingham, England, United KingdomAutomotive Instrument Panels, Consoles, Doors, Headliner & Overhead Systems 1st & 2nd Tier Supplier to JLR Solihull / Halewood Plants & Intercompany PlantsPlant Manager
- General Management: Overseeing day-to-day operations at IAC Elmdon Plant (300,000 sq. ft. over 5 units, 5 customers, $168m sales revenue, 3 shifts working 24/5, and circa 600 employees). Includes Mould Shops with 28 Injection Moulding machines (300T to 3000T), 14 Laser Cutting cells, 9 Sequenced JIT assembly cells, Paint Line, Welding assembly cells, and Aftermarket business unit.
- Strategic Leadership: Leading HSE, Operations, Logistics, Quality, HR, Process Engineering, Aftermarket, IT, Launch, and Finance teams. Full Plant P&L responsibility, monitored monthly against budget and forecasts on Sales, OI, Inventory, and CAPEX.
Financial Metrics and Achievements:- Turnaround Management: Transformed plant from a -12% Operating Income loss in 2019 to a +14% Operating Income in 2024.
- Cost Savings: Achieved $21.8m in savings through the CI Roadmap from 2013 to 2018.
- Stock Accuracy Project: Reduced yearly stock loss from £1.4m to £9K on £6m stock holding by Apr-13, further reducing inventory to £5m by Dec-14.
- Operational Efficiency: Improved Mould Shop OEE from 70% to 83% and Operating Income from 2.3% to 8.2%.
- Product Launches: Successfully launched 4 major products, including L405/L494 Headliner and Loadspace, achieving zero miss-fits and defects.
- New Facility: Led the establishment of a new 125,000 sq. ft. assembly site, delivering the project on time and on budget with no customer disruption.
These achievements highlight the financial turnaround and operational efficiency improvements under my leadership.
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Education
- Master of BusinessCoventry University1996Master of Business Administration (MBA)
- Certificate in Supervisory Management (NEBSM)1989Certificate in Supervisory Management (NEBSM)