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Mark Dymond

Mark Dymond

Able to operate in challenging environments
Hempstead, Uttlesford District, Essex

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About me:

 I have a career's worth of operations experience in many different sectors and so thought that you would be
interested in my application. 
I have become financially and commercially astute and I have honed my
skills of man management. I have developed process improvements and factory
modifications and been an instigator of strategic changes in the business’s I have
been involved with. I believe that I have the right interpersonal skills to enthuse and
bring people with me on the business journey. Cultural ideals of a business always have
intrigued me and I believe that I have good 'people' skills that can transfer between
board and workshop resulting in a working environment that can have fun and make
money.
I have expanded my depth of business knowledge over my career and now believe that
the experience I have makes me a genuine asset to any company and will allow me to
thrive in this new role. I believe that I have the correct attitude, aptitude and experience
to fulfil expectations and I thrive on the opportunity of driving business through solid
leadership.

Experience

WORK HISTORY

Aug 22- Present          Ortho Solutions Group – Head of Operations

  • Rebuilding an operations team – post covid – as the business grows back
  • Rebuilding and resourcing a supply chain that was devastated by the pandemic.
  •  

Nov 21- July 22           Stephen Austin & Son Ltd – Operations Director

  • Reconfiguring the site using lean techniques
  • Installing new capital equipment >£1.5m

 

Sep 19- Oct 21            Milchess Ltd - Operations Director

  • Succeeded in establishing a UK sales distribution and consulting business for process safety products- specialising in the Oil & Gas, Pharma, and Speciality Chemicals
  • Within the first 18 months we have placed orders on our principles more than £1.6M
  • Identified products in Europe and USA to compliment the business offering and developed a creative network of businesses that add value to our product base.

 

Jul 18-Aug 19              Molecular Products Group- Technical/Quality Director

  • Hired and mentored a team responsible for the delivery of two chemical projects that generated £800k GM for the business
  • Centralised the Technical and Quality Teams which eased the communication both within the departments and the rest of the business.
  • Campaigned for the certification of a novel medical device (for CE Mark under ISO13485/ MDD- Medical Device) with our Notified Body and the MHRA 

 

Nov 15-Jun 18             Sofis Ltd  (A Halma plc Company)- Operations Director

  • United the team of Directors that merged two Halma businesses and took ‘Pastoral’/ HR responsibilities for the UK site.
  • Created the vision for the Company driving into IOT safety areas that we had never considered before, and making a £600k investment in future-proofing the business
  • Designed and executed the Strategy Roadmap for New Products and launched 6 new products generating >£1.6M gross margin
  • Overhauled the engineering team into a multi-site international structure in US/ UK/ India
    • Direct Costs: Raw Materials 23.6% from 31%; Labour 1.7% from 2.0%

 

Oct 08 – Nov 15          Smith Flow Control (A Halma plc Company)- Operations Director

  • Controlled NPD, Engineering, Site Services, Operations and Supply Chain
  • Sustained growth year-on-year with a diminishing headcount by completely reconfiguring the shopfloor. Created a more productive working space and used lean systems to implement new methods in commercial project turn-around time
    • Shopfloor could be reconfigured due to smarter designs of 2 main selling interlocks: Resulted in leadtime reduction from 8-10 weeks to 4-6 weeks
  • Developed strategic partnerships in the supply chain (stainless steel/ plastics) in China and built strong, more involved, relationships with European parts suppliers. Reduced cost base by ~8%
  • Decreased contract processing times by 50% by mapping the project office, reconfiguring the seating arrangement to open plan, and introducing visual management techniques
  • Initiated and Implemented performance management within the business
  • Spearheaded improvement in the Operational KPIs used:
    • OTIF -   increased to >99% from 65%
    • Stock Turns – ran about 10 mainly due to stainless castings from China/ India
    • Warranty Returns decreased to 0.1%
    • First Pass Yield – increased to >93% with better training and consistency of supplied components

 

Sep 05 – Sep 08          EEF South/ London Manufacturing Advisory Service-

                                    Business Improvement Consultant

  • Customised training of companies in lean techniques and mentoring improvement projects in both manufacturing and personal service industries 
  • Trained and developed people from shop floor to director level
  • Perfected my presentation, communication, and training skills.

 

Nov 00-Sep 05 McLaren- SLR Prototype Project Manager/ Manufacturing Manager

  • Facilitated the prototype build and assembly of the carbon composite Mercedes McLaren SLR chassis and bodywork within TS16949 quality standards. 
  • Mastered Daimler Chrysler Lean techniques in Germany over a 6-month training program
  • I changed role after the prototype stage to project manage facility modifications -and increased capacity from 10 to 17 cars/ week.
    • I outsourced, by licence, the Resin Infusion Technology and supported the implementation at out third-party contractors.
    • I organised all outsourced machining and assembly of bodywork -from manufacture through to Gauge R&R testing 

Education

  • University of Dundee, B.Eng (2.1 Hons); Manufacturing Engineering and Management
  • Imperial College, University of London, MSc; Composite Materials

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