Hamilton-Smith Consulting by hsconsulting13

Hamilton-Smith

ITH

ON-S T L I

HAM

Consulting

N S LT I N U

{ Consulting Hamilton-Smith

THE HERMITAGE, 37 COLLEGE ROAD, FRAMLINGHAM, SUFOLK IP13 9ER E: HSCONSULTING13@GMAIL.COM

T: +44 7939 171759

Timothy James Smith

The Hermitage, 37 College Road, Framlingham, Sufolk IP13 9ER E: hsconsulting13@gmail.com T: +44 7939 171759 Creation of VALUE for organisations through the application of knowledge, techniques and assets, to improve business performance achieved through the rendering of objective advice and/or the implementation of business solutions measured through quantiﬁed VALUE within sound ﬁnancial principles.

Curriculum Vitae

ITH

ON-S ILT

University of East Anglia 1969-72 First Class Honours Degree: Chemical Science & Economics Employment North-Thames Gas October 1969 - May 1970 Graduate Intake - Mile End Road, London • Meter Reading; • Debt Collector; • Customer Services; • Billing Reconciliations and Audit.

Consulting

HAM

Education Cambridge Grammar School 1962-69 S-Level: Chemistry, Physics A-Level: Chemistry, Mathematics, Physics

Hamilton-Smith

N S LT I N U

British Gas June 1970 - May 1973 Financial Analyst - 107-111 Fleet Street, London Joined British Gas HQ in London as a Financial Analyst supporting the growth of the North Sea developments for off-shore gas infrastructure in the North-Sea and on-shore distribution pipelines. The initial British discovery for off-shore gas was in late 1965 – hence the capital investment appraisals processes commenced in c.1968. I joined a team of eight graduates with responsibility to analyse the detailed Capital Investment proposals, Hamilton-Smith undertaking detailed capital appraisal recommendations for presentation to the British Gas Executive Board.

{ Consulting

Crane Co. June 1973 - June 1974 Financial Analyst - Fleet Street, London Joined the US Wall Street quoted company to progress my industrial and financial knowledge with this significant global corporation. My initial base was in London, located in the UK Head Office in Fleet Street. It was through this period I gained a new insight into the financial needs of a global organisation. At the time of my recruitment, the monthly accounts for the UK consolidated statements were submitted within 12 working days each month to meet Wall Street consolidations. These consolidated accounts comprised: • Head-Office Overheads (Non-Operating Entity); • Ipswich Manufacturing – Valves & Fittings; • Guisborough Manufacturing – Pump Manufacturing; • Kilmarnock Manufacturing – Large Valve Manufacturing. In addition to the financial analysis role, I was responsible for special Consultancy projects within the UK – one of these projects was to review the operations within the Northampton Distribution Centre which provides receipt of orders from global customers for delivery worldwide. The stock holding at this location was c.$30Million @ 1970’s valuation. Crane Co. July 1974 - November 1976 Distribution Manager - Moulton Park, Northampton Based on my review of the Central Distribution warehouse I was requested to relocate to Northampton to take over the management operations of the site. This was my first senior appointment at the age of 23.

“If I had asked people what they wanted – they would have said faster horses” – Henry Ford

Crane Co. July 1976 - November 1983 Financial Controller - Nacton Road, Ipswich, Suffolk, UK In November 1976, I was requested to transfer to the Ipswich manufacturing facility – some 50 acres of manufacturing/foundry plant with c.3,000 employees covering 3 8-hour shifts for 6 days per week- the largest employer in East Anglia at the time. Annual turnover in 1976 was c.£35 Million (@2017 Value equivalent to £250 Million). My role as Financial Controller when I commenced this role I had a team of 65 staff – a full set of accounts were completed every month requiring the monthly pack being forwarded to the US Crane HQ – the timeline to delivering to the US within 12 working day. Within 2 years of my engagement I had computerised the accounts preparation within a reporting cycle of 5 days. Attended the Crane Co. Financial Conference in New York HQ in 1982. Crane Co. December 1981 - November 1983 Financial Controller - Wolverhampton In my role as Financial Controller of the Valves & Fittings Division I was requested to negotiate the acquisition of a specialist valve manufacturing company, BVMI – specialist valves for the nuclear plant sector. The operation in Wolverhampton employed c.100 employees. I was responsible for the negotiation of the deal – acquired for £300,000 in 1981 – equivalent to c.£1M at 2017 value. I maintained my dual role as Financial Controller & BVMI General Manager until my departure from the Company to experience new challenges. GKN plc December 1981 - November 1983 Business Development Executive - Redditch / Dorking Engaged with GKN to take the challenge of a role with a scope that challenged innovation and creative thought. The Group Companies within the new GKN Entity – Industrial Services Division included: • Cleanaway; • CHEP Pallets; • Sankey Vending ….. My role was to create a fast-food service provision for people on the move. This was a highly innovative project – prior to the arrival of McDonalds. I built a project team, engaging GKN employees and a number of high profile service providers. The concept was “30-Second Kitchen”. I engaged a food scientist to provide expert knowledge of food preparation – in particular, the chemistry of rapid change of state of food items from frozen to chilled. Meals such as burgers, chilli …. A selection of some 25 options with each machine having a selection of 8 offerings – selected by the customer. I worked with Ross Foods to prepare the various recipes. The packaging was patented to enable the change of state within 30 seconds for the end-Customer to ensure temperature control. The food was prepared at Ross in our patented boxes and delivered to Wincanton warehouse where we had a dedicated area to hold the products in frozen state – overnight the next day deliveries would be placed in the dedicated chill zone to ensure temperature uniformity when moved from the chill area in special trays that would lock into the bespoke 30-Second Kitchen vans. The start up investment was c.£1M. When I moved to my next role we had 200+ 30-Second Kitchens in use in universities, petrol stations, offices ….. BDO Consulting / Arthur Andersen December 1983 - November 1996 Management Consultant - London During my period with BDO Consulting and the acquisition by Arthur Andersen & Co. I undertook a number of strategic projects which included: • A six-month engagement with Anglia TV to undertake a detailed overhead cost review of their Norwich based HQ, and advised on potential strategies that would deliver Value through operational improvements that could be valued to support their retention of their TV franchise. The bid was ultimately secured for the Anglia TV team; • In this period of time Market Testing of long-term contracts was the vogue. I was engaged with a team to deliver seminars / presentations to support the public-sector teams understand the process and how to submit compelling presentations with detailed financial quantification of benefits; • I worked extensively for some 9 months with Allied Colloids in Bradford UK – a global organisation – with half its sales in pollution control & paper chemicals – eventually sold to CIBA in 1998 to CIBA for £1.8BN. My role through this assignment was to align all their processes and procedures throughout the plant and quanify the financial benefits that would accrue to the business. During this assignment I visited the Allied Colloids operation in Canada and the US to compare and align operational practices and financial reporting;

“If at ﬁrst it is not absurd, there is no hope for it” – Albert Einstein

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Engaged with Ben Sherman Shirts in Northern Ireland to review the operations and its financial viability- this was in the height of the troubles in the country. I spent some six months in Ireland engaged with the owner of the Company and following all the metrics that would impact on the future profitability. After this period, engaging with the accountants it was decided that the operation would have to close. I was in the Belfast offices with the accountants and it was agreed that I would make the call to the Managing Director to give him the nod that the team would come in later that day to address the staff. I stayed on in the operation with the MD to moth-ball the facility.

Hamilton-Smith Consulting / LYNX Express January 1996 - December 1997 Proprietor - Ipswich • In liaison with colleagues within the HAYS operation I engaged in 1996 with an innovative project that supported the engineer spare parts movements throughout Europe. This through-the-night operation was originally set-up from Coventry Airport to Eindhoven airport. This initial model has now been developed further and is established as the ByBox proposition to the market with a streamlined service that delivers early next-day service for technicians/service engineers; • Engaged with a boutique travel company, Arena Travel to set-up a financial accounting service to provide the owner of the business a day-to-day update of the profitability of all tours – UK, Europe & USA in real-time based on number of clients and assigned overheads and direct costs; • Through a mutual contact I was requested to visit Nuneaton to meet with the LYNX Express operations. I engaged on a few internal projects. I met with David Burtenshaw, the Managing Director and he supported my engagement as a Consultant to assist build the Company into a new world. It was the time of the early stages of the e-commerce world and I promptly sought out RFQ’s to respond to so that the LYNX brand would become a early adopter of the B2C era; • The first gain arose from a call from a member of the Virgin organisation. I arranged to meet at an office in Euston and I was given the aspiration of Virgin to enter the mobile phone market. My feedback to Mr Burtenshaw was positive and I was given the reins to move the opportunity forward. From that moment we were aligned with Virgin – to drive forward the project we agreed to take a LYNX 40ft trailer and create it into a mobile theatre. The exterior painting of the Virgin logos on the trailer were covered so the promotion would be aligned to the main promotion of the Virgin phone. The trailer internals were set up as a cinema – with the goal to take the cinema to every LYNX location in the UK from Inverness to Cornwall. Every LYNX delivery driver in the UK attended a one hour plus training course in how to deliver a Virgin package – the journey of the Virgin package took a month to visit all the 52 LYNX depots. In addition every driver received a LYNX / Virgin surprise box to take home to their family; • Following up on this success I targeted the major catalogue companies. I engaged a leading service provider to join LYNX to set up a similar housewife/man operation within major cities – a way to command a lower cost delivery service as part of the LYNX portfolio; • From the Tender perspective I prepared the LYNX response for the Ladbrokes contract -there were 20+ competitors in the mix – Ladbrokes selected 5 for presentations. The LYNX proposal was considered to be the best proposal and in the right financial zone – this now brought LYNX firmly into the B2B and emerging B2C frontline in the UK. • To maintain LYNX’s positioning in the B2C arena, we engineered new services ahead of all carrier firms in the UK market. We engineered and marketed the following pioneering supply chain services: • Same-Day deliveries; • Sunday deliveries; • Rail deliveries through our acquisition of Red Star. • Furthermore, with our innovative process we identified a need for a more functional service for damaged phones. The benefit to ensure a faulty phone can be exchanged quickly ensured the mobile operator was getting all users back online quickly. My team developed a re-useable box for Virgin that enabled the LYNX driver to deliver the replacement phone and use the same packaging to return the original phone. This was a significant innovation to the B2C market – and through the acquisition of LYNX by UPS an engineering team from Dusseldorf came to the UK to see the exchange service in action. This service is now used throughout Europe. • Through this period we had established LYNX as a hub of supply chain innovation. One call I received from Belgium was from Kiala – I invited the Managing Director to visit me at LYNX and review his proposition. When I had received the presentation, I proposed that we looked at creating a test zone to test the concept in the UK. Kiala selected the target area in North-West England, around Manchester for a 35-store test zone. I worked

“Innovation distinguishes between a leader and a follower” – Steve Jobs

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closely with the MD Luc Pirenne and through the following months I was a regular visitor to the Kiala offices in Brussels. A further development that cemented LYNX as a creative / innovator to test the margins to give parcel carriers greater options to meet -customer needs – I received a request from Redcats, the subsidiary of La Redoute, France. This mail order Company contracted with LYNX to move their sacks of on-line packages to all LYNX depots for final mile delivery to Redcats customers. At the same time, I built a relationship with NBrown – a competitor of Redcats. Clearly these contracts were independent BUT through my contacts with both players, and our own LYNX@Home service I started on a new strategy. Would it be feasible to merge the two home shopping entities to deliver economies of scale? With clearance from my MD I negotiated a contract with both players – Project Boomerang. Through weeks of sensitive negotiations with the two parties I brokered a dealthat delivered significant cost savings as a single entity, courier penetration for final mile and enhanced customer satisfaction – refer references at appendices. A further enhancement to the LYNX Express offering was an innovative approach to spare parts logistics for engineers that required parts for next early morning delivery. Working with Mark Dadley, a co-Director in the LYNX organisation – we established an air-bridge between Eindhoven airport and Coventry, UK to collect their prepared route deliveries and fulfil spare part orders at engineer houses/garage pre 08:00 in UK next morning. A further example of the further vision LYNX delivered at this time.

UPS Limited January 2006 - July 2017 EMEA Customer Solutions Manager - Home-Based Suffolk UK I was a member of the LYNX Acquisition Team through the negotiations with UPS. Attended the celebration Dinner in the UK with Mr Wolfgang Flick – UPS President Europe Region. At UPS I was engaged extensively on Committees in Brussels to support the new B2C strategy based on the LYNX knowledge base I had accumulated over many years building innovation for the B2C future in Europe. This involved intellectual property transfer and aligned operating processes and procedures to work within the UPS IT architecture. Being based mainly in UK and Brussels I continued my relationship with Kiala and met all general managers in the EMEA Kiala network. This network was an early move from UPS to engage with Kiala and I was a key player in the UK to build the UK UPS Access Point knowledge transfer. I managed a team of Supply Chain Consultants in West Europe – providing expert knowledge for signiﬁcant EMEA Enterprise accounts such as Canon Inc., Ricoh, DELL, Future Electronics, Flextronics, INTEL, Samsung etc. Hamilton-Smith Consulting August 2017 - Today References Redcats Having worked with Tim on numerous projects, I can give firm testimony to both his expertise and approach. He is a clear thinker, with an exceptional ability to identify and seize opportunities. David Meridith Experienced Operations Director JD Williams (NBrown) My working relationship with Tim centred around negotiating a sensitive and complex contractual opportunity between two competing companies. Throughout these negotiations Tim maintained high levels of integrity and skilful arbitration. Keith Risk Director UPS During my work with Tim he has been trustful and professional. Great guy to work with. Michel Bok Business Development Manager UPS Other References David Burtenshaw Chairman - City Sprint Patrick Wall Founder & Director Metapack Steve Bolton Managing Partner at Retail Pragmatist Michael Mainelli Executive Chairman Z/Yen Group Mark Dadley Founder & Chairman BDA (Bespoke Distribution Aviation)

“The way to succeed is to double your failure rate” – Thomas Watson (Founder IBM)

Hamilton-Smith

Consulting

Creation of VALUE for organisations through the application of knowledge, techniques and assets, to improve business performance achieved through the rendering of objective advice and/or the implementation of business solutions measured through quantiďŹ ed VALUE within sound ďŹ nancial principles.