Robert Pryde is an experienced Managing Director with over 18 years of experience growing medium sized businesses. He has a proven track record of increasing ROI and EBITDA, and has attracted potential purchasers for two companies. His career history details his roles leading various bathroom product companies in the UK and abroad, consistently improving business performance through activities like expanding markets, improving products and quality, and developing teams.

1. CURRICULUM VITAE
Robert Martin Pryde
191 Pennine Road
Bromsgrove
Worcestershire
E-mail: Robert.pryde3@btinternet.com
Mobile: 07854 712657
PERSONAL OVERVIEW
I am an experienced Managing Director for over 18 years with an excellent and proven track
record for growing medium sized businesses in terms of ROI and EBITDA levels, in two
cases to the point of attracting purchasers.
In addition to possessing excellent general skills for the role, particular commercial and
business development skills have led mainly to the success.
I am a highly driven, self-motivated leader, able to lead a team to peak performance in any
environment and I possess excellent communication, negotiation and presentation abilities.
I am a hardworking, highly driven individual who is “turned on” by developing business and
opportunities and passionately believe in “performance through people” ethics.
I enjoy working and the business concept.
CAREER HISTORY
In essence, taking into account acquisitions, I have only been with 4 organisations since
1978, all in the Bathroom industry. I have shaded them differently, the most recent and
current in green, the previous in brown, the one before that in black, and the initial position
in blue. Prior to 1978 I had several jobs within the 3 years since leaving school at the age of
16.
01.06.14 – 31.07.15
Chief Executive Officer (20% Shareholder) of Eisl UK Ltd
and a Director of Eisl Gmbh (Austria).
Set up in conjunction with Eisl Gmbh a new Subsidiary company in the UK to attack the UK
and Middle East Markets.

2. From scratch we have developed a product range comprising 360 Sku’s , a website (
www.eislbathrooms.co.uk ) and a full set of literature. We have set up a 3rd
party logistics
operation and an “arm’s length” after sales operation as well as implementing and
administration & IT system. All within a few months.
As one would expect the first 7 month FY showed a loss of c.£30k but the first quarter of
2015 showed us “in profit” – c.£20k PBT (copy of accounts can be provided) with the
company well placed.
01.11.11 – 31.05.14
BUSINESS DEVELOPMENT DIRECTOR
DIETSCHE GERMANY
After leaving Methven in October 2010 I was pursued by the IDD group (Chinese Group
with $1.5bn Turnover) to Develop their German operation Dietsche. I started the role after
honouring the restrictive covenant period agreed with Methven.
Within the first 15 months I placed Dietsche in a position whereby they were a) Attacking
50% of the Bathroom market in Germanic regions as opposed to the 4% they were
approaching beforehand, b) Taken them into the Middle East markets whereby good traction
was gained and c) Developed a range and organisation to attack the UK market with traction
being gained.
I enjoyed the role immensely which was rewarding in terms of the satisfaction of finding
business models that worked in these difficult times.
I resigned from the business in order to join a quickly emerging and growing Austrian family
business.
01.09.07 – 20.10.10
MANAGING DIRECTOR
Methven UK
English Street
Leigh
Lancashire
This position came about as part of the acquisition of Deva by Methven, the terms of which
required that I signed a 3 year fixed term contract. In this role I reported directly to the Group
CEO who was stationed in New Zealand but I also sat on the Global Board. In addition to
having complete responsibility for the UK I also ran Methven Middle East and Methven
China, the latter being the sourcing, supply and engineering division for the whole group.
Whilst in this role my main achievements include:
a) Maintaining for the initial 2 years the EBITDA basis that Methven acquired Deva
against (most important to the NZX).

3. b) Integrating Deva’s purchasing skills across the group via setting up Methven China
and substantially adding to the bottom line of the Australian and New Zealand Divisions.
c) Integrating / Introducing the Methven brand and products into the UK
d) Maintaining financial control including budgeted controllable costs in line with the
Companies expectations
e) Training and motivating the team whilst developing key industry skills
01.04.05 – 31.08.07
MANAGING DIRECTOR
Deva Tap Company Limited
English Street
Leigh
Lancashire
Following my elevation from the temporary position of Business Development Director ( see
below ) I assumed the full responsibility for the full running of Deva, a big Brassware brand
in the UK on a direct report to the Chairman & Major Shareholder. This position was my
greatest success story so far and my main achievements include:
a) Gradually developing the business from a near “break even position to £3m EBITDA,
thus enticing Methven to acquire the business for £21.4m on 01.09.07.
b) Developing Deva’s purchasing to include, indeed in the main transfer to Asia, thus
improving the % margin by c.10 points.
c) Winning major OEM & DIY business.
d) Breaking into a new market, The Middle East.
e) Developing , training and motivating a new team plus developing their key industry
skills
f) Development of quality of product to an excellent standard.
g) Introduction of a vigorous and positive New Product Development (NPD) team.
01.03.02 – 31.03.05
BUSINESS DEVELOPMENT DIRECTOR
Deva Tap Company Limited
English Street
Leigh
Lancashire
Reporting directly to the Managing Director this was always a temporary role so as I could
focus on the integration of the recently acquired Howard Bird & Co limited (see below)
where I held the position of Managing Director. This worked really well and was a good
tactic as I was able to concentrate on the much needed re-sourcing of product from Europe to
Asia and the procurement and running of major DIY and OEM accounts, as well as the
overall integration of the acquired company which was larger at the time of acquisition than
Deva itself, almost a full time job in itself.
Within this role my main achievements include:

4. a) The virtual total re-source of material from Europe to Asia which put the company on
track to go from a “loss making” company to the eventual £3m EBITDA which formed the
basis of the sale in 2007.
b) Winning major OEM & DIY business.
c) Improving quality of product to an excellent standard.
d) Developing Showers up to a competitive level.
e) Developing the product range to a level which would attract major customers.
01.01.96 – 28.02.02
MANAGING DIRECTOR
Howard Bird & Co Limited
Manor Works
Bromsgrove
Worcestershire
Following promotion from Purchasing Director I took this position at the request of the
shareholders and reporting directly to the Chairman & Major Shareholder, Mr CH Bird. I was
fully responsible for the running of Howard Bird, a big Brassware brand in the UK and my
main achievements include:
a) Gradually developing the business to a level that enticed Deva to acquire the business
for on 01.01.02.
b) Developing the purchasing to include Asia, thus improving the % margin significantly.
c) Winning major OEM & DIY business.
d) Developing , training and motivating a new team plus developing their key industry
skills
e) Improving quality of product to an excellent standard.
f) Steering the business through an “act of god”, a major flood which wrecked the stock.
This was in 1999 and I have never before or after had to search within myself for solutions
and answers as I had to do at that time.
01.01.89 – 31.12.95
PURCHASING DIRECTOR
Howard Bird & Co Limited
Manor Works
Bromsgrove
Worcestershire
Following my success at Engineering Concessionaires as a Buyer ( see below ) I was poached
by the owner of Howard Bird , Mr CH Bird to take on this role and I reported directly into
him as the then Managing Director.
Within this role I set up, developed and assumed full responsibility for the running of the
Purchasing function and my main achievements include:
a) Significantly reducing costs via multi sourcing of components from various countries
and creating an assembly operation.

5. b) Developing the purchasing to include Asia, thus improving the % margin
significantly.
c) Improving inventory to enable cash to become available for other ventures (e.g. the
acquisition of Century Brassware).
d) Maintaining pristine cost / overhead control.
e) Establishing new sources, Turkey and India for example.
01.04.82– 31.12.88
PURCHASING MANAGER
Engineering Concessionaires Ltd
Sandycroft
Deeside
Clwyd
Following my promotion from Assistant buyer I assumed, on a report directly to the
Managing Director. Full responsibility for the Purchasing function for ECL, a big Brassware
brand in the UK whereby my main achievements include:
a) Being the first buyer from a major player in this field to break the Italian monopoly of
Brassware imports by identifying and developing Portugal as a major source.
b) Breaking a circuit of criminal activity within the business relating to theft of stock.
c) For the period of approximately one year, running the factory operations of the
business due to the sudden death of the Operations Director.
01.07.78– 31.03.82
ASSISTANT BUYER
Engineering Concessionaires Ltd
Sandycroft
Deeside
Clwyd
Reporting directly to the Chief Buyer I ran the Purchasing office for not just ECL but other
group companies too. I introduced a new (pre-computer days) costing system which we
uniquely named as “Bird caging”.
01.08.75– 30.06.78
6 VARIOUS SHORT TERM JOBS
Including:
One year at Chester Chronicle and Associated Newspapers. I have often wondered where I
would have got too had I pursued this as a career!
Nine months in a cash and carry warehouse which “kick started” my career and taught me a
big lesson about “opportunism”.
TRAINING COURSES

6. Major training courses attended include a 2 week residential
Leadership Development programme at Ashridge Management
College, followed by a senior leader’s course in 1997 at the same
college. This was also 2 week residential.
In 2009 I also underwent a Korn Ferry Psychometric examination and
enclose the results herewith. Methven described me following this as
“The A of the Type A’s.
EDUCATION
1970 – 1975 Ellesmere Port Grammar School for boys.
Left at 15 to embark upon the University of Life.
PERSONAL DETAILS
Date of Birth 08.08.59
Clean Driving Licence
Married for 29 years, 3 Children aged 25, 19 and 19
Health Excellent
HOBBIES AND INTERESTS
Interest in most sports particularly Football, Cricket and Rugby.
Member of a gym, run 8kms 5 times a week plus lots of swimming and member of the local
Snooker club.
Ex Round tabler and current member of 41 club (the club for ex-tabler’s)
REFERENCES
Both personal and professional available on request from any of my boss’s, colleagues,
reports, customers or suppliers.

7. Major training courses attended include a 2 week residential
Leadership Development programme at Ashridge Management
College, followed by a senior leader’s course in 1997 at the same
college. This was also 2 week residential.
In 2009 I also underwent a Korn Ferry Psychometric examination and
enclose the results herewith. Methven described me following this as
“The A of the Type A’s.
EDUCATION
1970 – 1975 Ellesmere Port Grammar School for boys.
Left at 15 to embark upon the University of Life.
PERSONAL DETAILS
Date of Birth 08.08.59
Clean Driving Licence
Married for 29 years, 3 Children aged 25, 19 and 19
Health Excellent
HOBBIES AND INTERESTS
Interest in most sports particularly Football, Cricket and Rugby.
Member of a gym, run 8kms 5 times a week plus lots of swimming and member of the local
Snooker club.
Ex Round tabler and current member of 41 club (the club for ex-tabler’s)
REFERENCES
Both personal and professional available on request from any of my boss’s, colleagues,
reports, customers or suppliers.