Steffan Williams

Business Operations

• Work with C level executives on strategic planning and financial reporting across business in order to formulate planning for efficiencies, supporting new business opportunities and continuous improvement.
• Budgeting and cash flow oversight alongside operational and finance teams to ensure fiscal health and forecast planning of operations.
• Direct relationship management with customers in reporting financial performance, business insights and planning.

Supply Chain & Purchasing

• Oversee strategic supply chain resourcing across 150+ partners for interior, exterior, body & chassis and introduction of electrical commodities in order to forward plan budgeting/cashflow, demand forecasting and mitigate any material planning constraints into the business to assess risk in order to ensure supply chain resilience and efficiency across the organisation.
• Onboarded into business operations two complex assembly supply chains of ~60 suppliers generating combined revenue ~ £6.5m p/a.
• Manage supplier contracts on existing long-term supply requirements and new product launches, integrating into long term customer demand planning across all production programmes.
• Drive supplier relationship management, commercial negotiations, KPI/SLAs in line with IATF16949/ISO901 across approved suppliers ensuring supplier performance, compliance and value creation.

• Project management and negotiation/order lead with suppliers against investment of ~£2m capital expenditure against business expansion plan in 2017-18 for new 17,000 sq ft production space to house additional bespoke and low volume production technologies (press shop, 2 x paint booths, clean assembly areas).
• Lead role in diversifying supply chain to meet an emerging business demand for suitable ISO9001/IATF16949 Tier 2 partners. As business growth transitioned from Prototype to Production with UK OEMs, supply chain integration required to ensure suitable flow up of product against new nominations.
• Business acquisition in 2016 required commercial integration of operation into existing business as well as strategy to raise exposure of capabilities. Targeted rebrand and marketing exercise (CMA Moldform Ltd) to merge its capabilities into wider operational offering to customers. Strategy led to new customer acquisition and improved retention, resulting in a ~25% increase in revenue for operation.

• Concept design creation to satisfy new customer enquiries for a range of consumer products. Full product development process methods followed from initial brief to low volume production in preparation for series.
• Project management for product release/commercial investment following design process completion in order to leverage financial backing to progress scale-up of production.