Hugh McLellan


Managing Director: General Manager: Business Unit Director

Highly experienced senior leadership professional with extensive success from accountability for single and multi-site manufacturing facilities in UK,Germany and Italy. Economics and Marketing Degree qualified, Lean trained operational MD with a driven commitment to achieve right first time customer service, through continuous improvement, value engineering and effective business processes. Certified as a Professional Project Manager PMP Version 5) in December 2013 recertified 2016. Renowned success in managing teams to ensure all employees are totally customer focused. Excellent relationship builder and negotiator with customers, resulting in significant sales growth and retention of existing business. Achieved success in organisational team building, productivity improvement, quality improvement, waste reduction, on time in full customer service and profitability. World-class manufacturing training in UK, Germany, Japan, US and France, succeeding in various operational roles applying knowledge across diverse and demanding business sectors including integrating new products to achieve positive revenue growth and market development. Successful planning and implementation of accreditations for ISO 9001;14001; OHAS 18001;BRC; TS16949 and Defense standards 05-21/24. Inspirational leadership style with excellent communication credentials and networking capability to gain buy-in with employees, C-level customers and shareholders.

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Skills Profile

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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 Corporate and SME community to improve profitability by managing Cash, Customers, Employees and Business Systems. Developed effective contribution by hands on part time concurrent assignments.

Advanced Air: Thetford: UK wide Grilles & Diffusers | FCUs & VAV | Smoke & Fire Dampers | FDs & VCDs | Control Panels | Service & Maintenance
Oct 2015- Present

Recommended through Barclays for an assignment to improve manufacturing productivity on a consultancy basis. Implementing Sales/Operational planning, Lean workflow, factory re-layouts, Materials and Labour planning, lead-time management, efficiency improvements. Developing and training new management team

Advanced Air: Lynvale: UK based Technical adhesive tape manufacturer
Sept 2016 - Nov 2016

Approached to manage ISO accreditation process. Audited 2015 version with recommendations for change. Implemented SOP processes for employee efficiency improvements.Recommended activity based profit analysis to enhance profitability improvements.

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 as an Interim Managing Director 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 and introduced sales and operational planning to improve engineer utilisation levels.

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.

  • Recruited to facilitate business operational transformation on behalf of the owner, driving optimisation of business processes, operating efficiencies, strategic sales management, and business development.
  • Transformed the business from a lifestyle company to a professional service company resulting in greater credibility and effectiveness in the regional marketplace improving client portfolio.
  • Boosted sales from £480,000 to £1.2 million through introduction of previously non-existent sales and operational planning procedures, resulting in greater labour utilisation and efficiency.
  • Elevated account information accuracy and pricing management by deploying management accounts based on activity-specific costing and margins.
  • Developed web and social media profile.
  • Improved lead management, enabling follow-up and increasing conversions by 20% creating and monitoring 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.
Global Closures Systems (United Closures & Plastics) , 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

  • Commissioned to return to the business and implement improvements to turnaround 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 Global clients.
  • Effectively increased pricing by 6% while retaining the majority of business through a strategic renegotiation with 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.
  • Re-introduced formerly used Kaisen, Lean and Productivity tools for manufacturing improvement.
  • 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 machinery 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.
  • Returned the company to expected levels of customer service in service agreements.
  • Achieved major customer 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

  • Interviewed and selected by the owner to guide establishment of business processes, drive for new business and development opportunities, and complete successful TS16949 automotive supply standard accreditation
  • Met required 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, targeted performance and employee training.
  • 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.
  • Achieved £1.4 million in new negotiated business with high-profile names such as 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 Division, adapting to a declining marketplace through team and site rationalization 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 new 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. Business sold to VC investors.
  • 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 production and store consultancy and project management business, accomplishing a full turnaround from £1.5 million in losses to £4.8 million in profits within 3 years. Achieved 2 group profit improvement awards within 3 years. Overhauled the management team, workforce, and union agreements. Implemented productivity improvements, plant layouts, incentive schemes. 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 M&S Bluewater, Meadowhall and Manchester bomb site retail developments. 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 in UK and Germany. 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, Kaizen, Six Sigma, SPC, SMED, and FMEA tools. Secured partnerships with Diageo, Boots, GSK, HP, Heinz, Unilever, and Reckitt-Benckiser. 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.


"...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


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

To make an appointment: Call 01953 605499

Email Hugh

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