Robert Powell FCA
Robert qualified as a chartered accountant in 1980, having trained with Mann Judd & Co in Newport, South Wales, now part of Deloitte and Price Waterhouse Coopers (PWC).
During his career he has gained an extensive knowledge from working with local businesses, having worked for Little & Co in Hereford, and Clark Whitehill in Cheltenham, before moving to Evans & Co in Gloucester.
Whilst at Evans & Co Robert became a partner in 1989, a position he held until 2001 when he took the decision to set up his own accountancy practice in Gloucester.
As well as running a successful practice, Robert has been involved with Gloucester Chamber of Trade and Commerce for 16 years, being treasurer from 1994 to 2003, and then as President in 2004.
Today Robert is still actively involved as a member of the Chamber’s Executive committee, and regularly provides business advice and guidance for small and medium sized businesses in and around Gloucester.
James is a business improvement specialist, with over 12 years project and operational experience gained mainly around managing supply chain operations, both 3PL’s and in-house operations.
James has had extensive experience of process improvements across many different sectors from global corporate identities to local companies. He also has private and public sector experience, including the NHS where he has conducted process improvements projects.
His business areas of expertise are in customer service, finance, supply chain (full end to end), production and warehousing.
He also holds an MSc Lean Service Operations gained from Cardiff University and he is constantly upgrading his knowledge on the latest lean ideas and principles through his association with the university.
Chris is a season senior business manager with several years of experience in high profile companies such as Dow Corning and GE. He has also extensive experience in the medical and chemical industry.
He is a certified Six Sigma Master Black Belt (MBB) which was gained while working at GE, and his role was business transformational change. While at GE he also gained a degree in Human Resources (HR) were he conducted a business improvement project over several months.
He considers himself as a Strategic Change Agent who is results driven with wide experience of organizational change, change management, mergers and acquisitions. He brings structure technical knowhow but doesn’t loose site of people and customers.
Alan is qualified in both electronic and mechanical engineering and has a wealth of experience in the engineering field, working in industries as diverse as aircraft instrumentation to machine tool design & development.
He has been associated with the plastic mould tool industry, aero engine industry, motor industry, medical implants and many more facets of manufacturing in the UK, Europe and North America, leading to a wide ranging understanding of how businesses need to be effectively managed.
Alan moved from the technical side into the sales environment in the 1980’s. He has had several major sales achievements, some of which were well in excess of £1m. His style is one of solution selling where his focus is on the best solution which fits YOUR need, he doesn’t push “what he thinks you need”.
From the mid 1990’s he has run his own business which has been a very successful sales & marketing organisation with a several million pound turnover.
Bill has thirty years of industry and consulting experience working with a wide range of manufacturing, distribution and health care companies. He has a strong track record of helping clients define and implement operational improvements to improve business performance through lean principles.
His core strengths are in lean assessment, planning and implementation; capacity analysis and planning and in rationalizing inventory, scheduling and operations to improve operational performance.
Some of Bill’s key turnaround projects are as follows;
- The target was to reduce the product cost and lead time to improve financial performance and company competitiveness for future contracts. Productivity and lead time improvements were achieved; client went from “worst to first” in divisional performance and closed a significant productivity and cost gap with their major competitor.
- Applied lean principles to improve performance of customer service and finance processes globally. Client realized a 25% productivity improvement in these functions.
- Developed a five year facility plan to support the transition of their product range from old to new and increase production. Resulting plan allowed the client to gain a high customer service level (retained customers), and significantly increase production over the following 5 years.
Bill holds BS and MS degrees in Industrial Engineering.