Matt Angell

Strategic Director responsible for all Supply Chain functions & activities within Europe & India, • Responsible for Direct & Indirect Procurement, Supplier Development, S&OP, Logistics and Inventory Management, • Complex Supply Chain with >140K SKU’s , >150K Customer & Distribution channels, >300 Air/Ocean Logistic lanes. • Created 5 year strategic plan to drive continuous improvement in the areas of Regional Performance, Supply Chain Capability, Operational Footprint (Risk Vs LCCS), Global Alignment & Supplier Initiatives • Re structured regional organisation to facilitate regional strategy, strong focus on coaching & development of supply chain talent. • Created Business process networks in order to share best practice and encourage collaboration across Global locations. • Reinvigorated Category management, developed global & regional category strategies, rolled out category scorecard review process, • Lead regional S&OP process • Responsible for the continual identification, assessment and mitigation of Supply Chain Risk. • Year on Year improvements, driving lowest cost of ownership, reduced lead times and Improved Quality.

Responsible for the planning and execution of a Greenfield Startup in Rzeszow Poland. Significant Global project to create additional global capacity and enable regional localisation of key products and primary process. Areas of responsibility included: • Identification and selection of the right location within Eastern Europe to support the future strategic needs of the business. • Establishing relationships with local government, authorities & institutions to facilitate future needs and provide access to regional funding • Setting up of a new company structure, Acquisition of the Land • Building Design, Execution Design, Negotiation & Selection of General contractor & other key vendors. • Project Management of the construction phase, • Establishment from zero of a complete localised supply chain (Indirect & Direct) • Recruitment from zero of a complete workforce starting with Facility Manager and core mgmt. team • IT infrastructure & business systems including SAP implementation • Operational strategy and execution for both products and processes going into the facility • Overall financial responsibility for delivering the project on budget and managing cash flow. • CEO Recognition Award for successful completion of the project. First in company’s history to be both on time and within 1% of budget.

Expanded Regional role with significant global influence. Strategic Manager responsible for Operational Excellence in Europe & India, Product Development & Operational leadership across multiple sites. • Responsible for all New Product Development functions, Operational Quality functions, Quality Systems, Lean & EHS activities across Europe & India • Created a 5 year operational strategy for India aligned to the country growth strategy, including factory expansion, introduction of new primary operations such as Injection Moulding, Product & technology transfers, talent acquisition & retention. • Mentor to the Managing Director of India, providing coaching and support to achieve the factory operational objectives • The Architect of key global initiatives: EPTS, 2QQ • Responsible for developing the global corporate strategy for Southco. Working closely with the President and his VP’s I was directly responsible for creating the framework, leading the sessions, developing the business focus areas and creating the 5 year road map.

Promoted into a General Manager level position to oversee the reinvigoration of a failing area of the business; with complete responsibility for the development and successful introduction of all new products in Europe and India. • Responsible for Manufacturing Engineering, Quality, Supply Chain, Programme Management, Product Evaluation and New Business Development activities across Europe & India • Global Alignment, Global Business Process Network leader. Responsible for Business Development and new product execution strategies across 15 manufacturing locations • Awarded Presidents Excellence Award 2013 for ‘New Product Development’ and ‘Ford Global Business Growth’. • Member of core team responsible for developing and running the Regional Sales & Operations Planning Process (S&OP). • Short term assignments in China, India and USA to assess problem areas within the business, and develop short to medium term recovery plans.

Strategic Manager responsible for Operational Excellance in Europe, reporting to the Eur Operations Director. •Aligned the activities of all the Quality and SQE resources in Europe through planning days, kaizens & operational reviews. This focus delivered a 46% reduction in Hard PPM •Introduced new Quality metrics allowing better prioritisation of resources and improved focus on the root cause of issues. •Created a supplier escalation process for the improved mgmt of both supplier delivery & quality issues •Developed a global process for supporting out of region QC’s by working closely with my Asia & US counterparts.

Acting Facility Manager responsible for managing the closure of a Manufacturing Plant, and the transfer of all products and equipment to a series of other European facilities

Strategic Manager responsible for the following departments: Improvements, Quality, Materials and Process, reporting to the UK Operations Director. •Implemented a series of actions and procedural changes within the manufacturing area and supporting services. This resulted in a 90% reduction in customer concerns over a 3-year period. •Successfully led Plants in Europe to their attainment of recognised Standards such as QS9000, TS16949, ISO14001 & Ford Q1. •Developed an integrated Quality Management System in line with the European manufacturing strategy. Responsible for implementing this system into sister plants within Europe. •Introduced new technologies into the manufacturing process which resulted in significant benefits in terms of improved process flow: cost down, increased tool capacity, reduction in failure modes and improved process controls. •Restructured the Improvements department setting new projects and objectives for the team; this led to a 12% increase in plant productivity over the first year. •Identified new opportunities to reduce & track costs in order to maintain budgetary control and improve P&L •Championed Lean and Six Sigma Improvement projects resulting in net savings of £436,000 in 2006. •Initiated a development programme, which allowed the empowerment of people through good communication and an ability to liase at all levels.

Program & Sales Management responsibility for all UK Tier 1 customers. • Responsible for new business growth of more than $20m over 2 years