Mike Campbell

Responsible for all aspects of P&L business leadership and performance turnaround of IAC Acoustics, a newly-formed business (2016) following the receivership of IAC. ➤ Appointed as Managing Director to lead the business start-up and recovery process for a privately-owned Chinese investor. ➤ Identified the opportunity to acquire Hodgson Noise Control in 2018, eventually acquiring the assets from administrators, registering a new company - Hodgson Acoustic Co. Ltd and completing post-acquisition integration into the business. ➤ Creation and management of owned factory and supply chain to provide the highest quality products, expanding the business into international markets including Italy, France, Israel, Kuwait, Dubai & Ireland. ➤ Promoted a ‘zero incidents’ H&S culture, managing all H&S and legislative compliance, securing ISO 9001, ISO 14001 and ISO 450001 standards. ➤ Successfully developed IAC Acoustics from start-up to £9M t/o in 5 years, and Hodgson from standing start to £7M in just 3 years.

Pulse Structural Monitoring, an Acteon Group company specialising in monitoring and fatigue analysis of Offshore Oil and Gas structures and ADAC software. Member of Senior Leadership team, with P&L responsibility and direct ownership of Operations, Project Management, Engineering, Production, Offshore Services and Technical Support. ➤ Conducted Business Process Re-engineering exercise, resulting in the overheads reduction and creation of two business units. ➤ Introduction of Sales & Operations Planning resulting in flexible resource planning and significant improvements in delivery performance. ➤ Introduction of 8D Corrective Action and Kaizen Continuous Improvement processes, enhancing product quality, delivery and costs. ➤ Introduction of Project Management software, resulting in better collaboration and enhanced productivity, ensuring major milestones and project costs were met.

Group Operations Director, appointed to lead a review of the global manufacturing footprint, consolidating factories in the UK, USA and France, replacing capacity with strategic sub-contract partners in low cost countries, whilst also building manufacturing capacity in China and Australia. ➤ Restructured Operations Management teams, reduced overheads and aligned teams to focus on Customer Service, shorter lead-times and better quality. ➤ Development of global supply chain strategies, including the set up of new production facilities in China and Australia, and sub-contract production and logistics from Eastern Europe and China. ➤ An integral part of the Mergers and Acquisition team with responsibility for Operational Due Diligence. Instrumental in the integration of new acquisitions into the group. ➤ Successfully transferred complex fabricated assemblies from Australia and UK to facilities based in China, meeting ambitious quality objectives and delighting the customer base. ➤ Attained approvals from GE, Alstom, Turbomech and Caterpillar, securing Tier-1 status. ➤ Turned around the division in China from negative to positive cash flow within 6 months.

Full autonomy for all manufacturing operations and procurement activities for the company. ➤ Restructured production and support teams, created Material Controller roles delegating responsibility away from central purchasing allowing for JIT deliveries. ➤ Introduced Lean principles. E.g. CNC machine set up reduced from 3 hours to 15 mins. ➤ Introduction of sub-contract supply from Eastern Europe. ➤ Outsourced all fabrications, reducing fabrication costs by 20%.