David Hancill
Chief Operating Officer @Turbo Power Systems Tps
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WORK HISTORY
Chief Operating Officer @Turbo Power Systems Tps
Gateshead, GB
EDUCATION
University of Sunderland
Bachelor of Engineering - BE, Electrical and Electronics Engineering
SKILLS
ABOUT DAVID HANCILL
A professional and Highly Competent Director, with substantial experience, and a successful track record, capable of performing in a varied role, with a high level of commitment and flexibility to contribute fully to the needs of the business. A comprehensive, practical knowledge of business management are supported by Technical qualifications to B.Eng. Engineering. Key strengths include a disciplined yet flexible work ethic, strong personal initiative, a belief in team working principles and effective communication skills. A logical and analytical mind is complemented by the ability to plan and provide a vision of success to achieve results.Hands on leadership to demonstrate required standards and behaviour.Long term strategic planning and the annual goal setting to address the key areas of growth, cost, safety, risk, reliability, continuous improvement, technology adoption, supplier innovation and service.Business Development by generating and maintaining strategic commercial relationships with global OEMs leading to significant order intake.Operational and Project Management Leadership across Multi site operations in Gateshead and London.Cultural change through the generation, and development of a successful Operations & Project Management teams whilst delivering significant growth and EBIT improvement.Created a highly collaborative procurement function and culture, focused on providing supplier base optimisation, and the development of cost-saving synergies across all functions.Successfully managed a Business Unit move including the Engineering, Project Management, Quality, Purchasing, Production plus all support functions. Whilst making improvements production costs with no loss of customer confidence or missed milestones.Delivered quarter on quarter growth with cultural change in organisation to own problemsImproved planning, control, production efficiency, flow, layout and working practice to reduce downtime and wastage and poor quality.Reduced the Quality variance of operational metrics such as labour efficiency, stock weeks, first time test & inspection failure, scrap, rework.Successfully Project Managed critical programme to increase customer confidence caused by initial poor quality.
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