Hugh McLellan

Profile

Managing Director: General Manager: Business Unit Director

An experienced Managing Director with a track record of transforming manufacturing and engineering services businesses through top to bottom organisational change and embedding of world class customer focused standards. Key strengths include: defining / implementing strategy to improve cost base, cash management and productivity that drives positive shareholder return; developing operational infrastructure and production capability across people, processes, systems and supply chain to support rapid growth; restructuring management teams and workforces ranging from 45 to 1200 to create standards and environments that enable individuals to drive high levels of achievement; and coupling an engaging leadership style to connect with employees, customers and shareholders to sponsor benefit enabling change driven by customer requirements.

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Key Skills

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Professional Experience

Simple Profit Management Ltd: Business improvement consultancy, Interim Management
July 2010- Present

Created a new business to assist the SME community in East Anglia to improve profitability by managing Cash, Customers, Employees and Business Systems

CNC MachineToolsLtd/BSP Engineering: Snetterton UK wide Servicing, Maintenance and Production Services Group Interim Managing Director
July 2014- November 2014

Recruited through a London based head-hunter to assist the shareholders to restructure the business, develop organisation, reduce costs, develop marketing and social media profile. Identified £150k of overhead cost reduction; Improved website content; developed grading structures for engineers; recommended lean manufacturing methodologies; Introduced improved fleet to reduce running costs to help business finances

ANGLIA DOOR SYSTEMS LTD, Thetford 2010 - Present
Industrial door installation, service, and repair company.
Interim Business Mentor (June - December 2010)
Interim Business Manager (November 2012 - Present)

Recruited to facilitate business operational transformation on behalf of the owner, driving optimisation of business processes, operating efficiencies, strategic sales management, and business development.

  • Transforming the business from a lifestyle company to a professional services company resulting in greater credibility and effectiveness in the marketplace
  • Boosted sales from £480,000 to £1 million through introduction of previously non-existent sales and operational planning procedures, resulting in greater efficiency and stronger sales.
  • Elevated account information accuracy and pricing management by deploying management accounts based on activity-specific costing and margins.
  • Streamlined lead management, enabling follow-up and increasing conversions, by creating and implementing a quote bank system
  • Strengthened staff management and allocation by introducing organizational reviews and overhauling job role definitions for key personnel.
TEKNOMEK LTD, Interim Operations & Marketing Director (June 2010-June 2011)Interim Managing Director (June 2011-April 2012)

Coordinated business operations, focused on improving profitability through strategic sales direction, operational effectiveness, and key business development initiatives.

  • Cut manufacturing lead times from 25 to 10 days through deployment of sales and operational planning.
  • Delivered a 5% increase in sales by orchestrating design and launch of the business unit's first fully operational e-commerce website in support of the supply side of the business.
  • Avoided the risk of corrupt data by restructuring product development and engineering data management.
  • Transitioned sales channels from catalogue to outbound sales calling.
  • Achieved a 6% reduction in held stock while maintaining sales volume by strengthening inventory management, valuation, and stock location.
  • Introduced a customer-service oriented team building structure based on staff accountability.
UNITED CLOSURES & PLASTICS (GLOBAL CLOSURE GROUP), Stirling (May 2005- August 2009)
£650 million VC backed Global Plastics and Metals Packaging Group.
Vice President : MBI Contract

Commissioned to return to the business and implement improvements to turn round the performance to former levels of profitability. Guided team of 260 people to establish improved Operational performance, Customer service improvements and successfully concluded negotiation for Global tendering opportunities with major clients

  • Effectively increased pricing by 6% while retaining the majority of business through a strategic renegotiation with Diageo and Pernod-Ricard, resulting in higher margins and the ability to beat challenges from 13 companies globally
  • Accomplished a 400% improvement to profitability in a 2-year period while simultaneously cutting working capital by £1 million.
  • Received a Group Profit Improvement Award for raising profitability from £1 million to £5.5 million in 2 years.
  • Generated new business valued at £60 million in sales over 3 years, as well as achieving a new £10.5 million Capex installation, by introducing 2 new security devices.
  • Elevated business by 12% within 2 years through enhanced sales and customer relations as a result of better account management.
  • Achieved customer Casa Cuervo's indigenous supply needs by transferring technology to Mexico.
  • Drove new business in international markets through networking and relationship building in China.
  • Ensured alignment with customer demands for cost and lead times by building a metal closures supply chain in Poland and China, with a contingency in India.
  • Successfully addressed and eliminated significant IR issues with zero impact on customer service levels.
BROADWAYS STAMPINGS, Milton Keynes (September 2005 - April 2006)
£14 million Automotive metal parts and sub-assemblies.supplier. Also provided subcontract spray painting.
Interim Managing Director

Retained by the owner to guide establishment of business processes, drive new business identification and development, and complete successful TS16949 automotive supply standard accreditation

  • Met accreditation standards and achieved operational goals for obtaining TS16949 accreditation.
  • Introduced a stronger management focus on safety, sales development, cash management, operational planning, and productivity by restructuring the management team.
  • Reduced inventory by £400,000 by evaluating stockholding for customers and defining more effective production planning processes.
  • Maintained business stability and adapted to the changing market by engineering a 14% headcount reduction.
  • Drove £1.4 million in new business with high-profile names like Jaguar, Volvo, BMW-Mini, Land Rover, and Toyota.

Additional Roles

  • Bullough Plc: UK wide £350M Engineering Group (1999-2005): Main Board member
    Divisional Managing Director, Workplace Solutions/ Bullough Plc £85M Division of Engineering Group
    Coordinated a full restructuring of divisional operations for a financially troubled Office Furniture business, adapting to a declining marketplace through team and site rationalisation and a production site relocation. Transitioned unused sites to public sector tenants Negotiated sale of 2 businesses to local teams. Improved customer targeting through launch of new furniture ranges. Managed a start-up PFI provider service for Prime contracts. Handled negotiation of major public sector / commercial contracts. Oversaw customer support. Leveraged new market opportunities by founding a new contract services business unit.
  • George Barker (Leeds) Ltd / Bullough Plc: Leeds and Bradford (1996-1999)
    Managing Director, George Barker (Leeds) Ltd £48m Retail Refrigeration Manufacturing /Installation and Project Management
    Directed the Refrigeration cabinet and store project management business, accomplishing a full turnaround from £1.5 million in losses to £4.8 million in profits within 3 years. . Achieved 2 profit improvement awards within 3 years.
    Overhauled the management team, workforce, and union agreements. Defined business strategy with the goal of elevating market share and building key relationships with clients such as M&S, Boots, ASDA, Morrison's, Co-Op, Safeway, Waitrose, and Somerfield. Spearheaded major retail projects, such as the Bluewater retail development and the Manchester bomb site. Negotiated sale of the business to EPTA Group, a leading Italian competitor as per Group Board Strategy
  • Crown-CarnaudMetalbox: UK and Germany (1990-1996)
    Divisional Managing Director, North Europe Closures £85M Division of Global packaging company
    Managed P&L and business strategy for the 6 sites of 4 key business units encompassing £85 million in turnover. Boosted net operating profit performance levels from 5% to more than 18% via a full operational restructure. Launched a divisional Lean manufacturing programme, resulting in greater customer service and productivity. Strengthened business units via SPC, Kaizen, Six Sigma, SMED, and FMEA tools. Secured partnerships with Diageo, Boots, Glaxo SKB, HP, Heinz, Unilever, and Reckitts. Orchestrated the closure of 2 unprofitable plants. Guided Investors-In-People and ISO quality accreditation, as well as achieving Gold Standard Supplier awards.
  • Metalbox: Brighton:1987-1990 Business Unit Director: £18M Aerosol Valve/Dispenser Design and Manufacturing
  • Field Group (Reed International): Thatcham: 1985-1987 Works Director: £22m Carton Printing and Packaging Machinery Design and Installation
  • Duracell Specialist Battery Division: Crawley: 1978-1985 Design / Production Manager: £44M Defense and Telecoms
  • Fairclough Building Ltd (Amec): Paisley: 1976-78 Assistant Marketing Director: Public/Commercial and Industrial Construction

Sector Experience Summary

Plastics/Metal Packaging, Aerosol Dispensers, Carton Printing, Retail Refrigeration, PFI/Facilities Management, Project Management, Defense, Automotive, Stainless Steel Equipment Fabrication, Construction, Industrial Doors.

Formal Education

Bachelor of Arts - Joint Honours, Economics & Marketing
Strathclyde University Business School Glasgow

Professional Development

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Recent Korn-Ferry Psychometric Test Results: Top 5 Leadership Characteristics

Keeping on point: You have discipline. Despite all of the tasks and challenges vying for your attention, you sort through competing priorities and stay focused. You have your favourite tricks for doing this—setting aside blocks of time, finding ways to minimise interruptions, making decisions quickly. You know that it's not enough to be busy. Your concentrated focus produces meaningful accomplishments.

Focusing on the Bottom Line: You are achievement oriented. You are eager to take action and see results. Even when you encounter obstacles, your energy and perseverance keep you going. You are motivated and optimistic. At your best, you ensure that your actions are focused rather than letting momentum take over. You attribute much of your strong performance to your sense of urgency, drive, and resilience.

Understanding the Business: You have earned a seat at the table. You have regular interaction with senior executives, and they see you as a credible partner. You speak the language of business. With your high level of acumen, you are able to analyse and speak intelligently about customers, competitors, and business strategy. You have a clear point of view. The payoff is that many leaders seek you out to ask your opinion about the potential impact of business decisions.

Managing Diverse Relationships: You seek out people with different points of view and different backgrounds. Even though you acknowledge that it takes a little more time and more deliberate communication, you see the value that a diversity of perspectives and experiences contributes. You are open and collaborative. You share and communicate well. You seek to understand, accommodate, and leverage differences.

Managing Work Processes: You understand and manage processes well. You know that the best processes are dynamic and require constant evaluation and tweaking. You see how all the pieces fit together and how one affects the other. You build in feedback loops and monitor key metrics. Optimising for efficiency is something you focus on—you are always looking for continuous improvement.

Testimonials

"...Hugh was highly professional and utilised his analytical , commercial and operational skills developed from previous experience to good effect.The business also benefited from his HR skills.. I would have no hesitation in giving Hugh a reference..."April 2012
Tom Worth : Chairman Teknomek Ltd Norwich
"...Hugh changed the way the business was organised, helped us focus on customer service and improved our planning processes on the basis of activity based costing.Team development also improved during the period Hugh was with us....."Jan 2011
Daniel Hutt : Managing Director/Owner Anglia Door Systems Ltd Thetford
"Hugh was only here for a relatively short time but had a major impact on the business. He led a change programme which included redundancies, team building and business development. As I was Sales Director at the time I was very glad of his support eventually leading to my taking over the running of our family business..." April 2010
James Williams : Managing Director Broadways Stampings Milton Keynes
"We re-appointed Hugh back into the business as a replacement VP as it was clear that the business needed significant improvement in order to maintain its status as a premier supplier to key customers.He succeeded in increasing profit significantly ..."Aug 2009
Eric Saxon : HR Director UK GCS Group Stirling
"I have worked closely with Hugh on two occasions in my career, and found him to be an agent for change, a strategic thinker, a strong leader & a very robust operator. His level of dedication and focus to delivering results and excellent Customer service is first class, and he is always ready to deal with the difficult decisions proactively and with pace. Hugh uses his experience and gravitas to full effect, and would be an asset to any organisation - especially one that wanted to move to the next level of performance and profitability." May 2012
Mark Dewhurst : MD D.S Smith Livingston ( Scotland)
"...In Carnaudmetalbox he was the pioneer in the utilisation of 6 sigma techniques, and his plants were really benchmarks; he is an excellent and tough negotiator. He was my natural replacement when I decide to come back to Saint-Gobain, and I would be very happy to work with him again: January 2008
Jean Pierre Floris : Divisional Director Saint Gobain
"...In the five year period that I worked with Hugh McLellan I formed a clear view that he was an extremely honest and open manager and he had a good strategic thought process , he was decisive and he handled people well.He was also a good team player and very committed to his role. I would be happy to be telephoned (01372 377331) if a potential client or employer would like to obtain further information" April 2003
Sir Michael Pickard Ex Chairman Bullough PLC

Contact

Hugh McLellan
90 Melton Road,
Wymondham, Norfolk,
NR18 0DE

To make an appointment: Call +44 7785 223299

Email Hugh


Andrew Pougher, (Creative Digital Design) designer and programmer of business consultant websites. Creating web and mobile app products for personal branding and business growth.