Ed Presley

• Directed deployment and service quality of 40+ OpEx Consultants across UK and overseas.
• Led architectural design of client-facing Lean, OpEx, and Agile programmes across various industries.
• Managed major programme delivery as primary consultant, ensuring ROI results as a basic standard.
• Responsible for operational business results, including P+L, business development, S&OP, and people development.
• Built a high-performing team through rigorous recruitment and training programmes fit for implementing best practices in improvement operations.

• Designed and delivered interactive Lean practices workshops for fourth-year engineering students.
• Provided practical simulations for tools including Value Stream Mapping, SMED, and process improvement mapping.
• Utilised real world industrial scenario's to to enhance critical thinking and analytical skills among students.

• Directed large-scale Lean and OpEx programmes in emerging industries.
• Streamlined operational processes to improve efficiency.
• Championed internal change management initiatives, resulting in enhanced operational efficiency.
• Achieved five-to-one ROI across manufacturing, service operations, defence, utilities, and infrastructure sectors.
• Facilitated knowledge transfer to client teams, ensuring sustainable practices and results.
• Recruited, trained, and inducted over 30 improvement professionals to enhance capabilities.

As an expert in operational excellence my role was to improve efficiency, sustain improvements and grow profit within our clients’ business. Combined rapid results delivery with knowledge transfer to ensure long-term client success. Maintained pragmatic approach to foster sustainable improvements.

• Achieved 10:1 ROI for Alpha LSG (Dnata) by implementing Lean waste removal strategies.
• Increased maintenance utilisation and asset resilience for Wessex Water, resulting in 13% capacity uplift.
• Improved programme stability in Submarine maintenance planning for Defence sector.
• Boosted plant operations effectiveness at Tarmac, earning 2015 MCA award recognition.
• Executed operational excellence strategy for Speedibake, achieving 7% increase in OEE.

2 group Air Mobility is resonsible for providing rapid strategic and tactical reach, including airborne delivery, in support of operations and exercises world-wide. My role was to develop and manage the improvement program including alignment of change projects with strategic goals and enhancing a team of 10 change agents to deliver a change programme across Air Mobility. The delivery of operational effectiveness and the efficient use of assets across some 7+ aircraft types are the primary goals of the organisation.

Implemented strategic change programme for largest Royal Air Force station during rapid expansion.
Developed change initiatives incorporating LEAN thinking principles to enhance efficiency.
Facilitated policy deployment and ensured strategic alignment across operations.
Mentored team of facilitators to achieve improvement targets set by strategic alignment.
Managed continuous improvement processes to elevate quality assurance standards.
Optimised project management practices to support successful initiative delivery.
Enhanced station's adaptability to change, ensuring fulfilment of customer mandates.

Led facilitation and auditing for Quality and Continuous Improvement Team.
Developed a comprehensive improvement strategy to align Hercules force objectives with relevant activities.
Provided facilitation and assurance to ensure Hercules aircraft met quality targets and theatre requirements.

Collaborated with Rolls Royce to ensure RB199 engine facility met quality standards and demand.
Achieved 100% on-time delivery of aero engines over four years.
Consolidated four factories into one through Lean waste removal initiatives.
Applied LEAN and Continuous Improvement methodologies to enhance operational efficiency.

Serviced The Tornado aircraft engines for operational duties.