1. 22 Grosvenor Road
Solihull
Birmingham,
B91 3PY
Mobile: 07881804927
Email: waynemcnally@btinternet.com
DOB: 02/02/1969
Objective
Profile
Key
Achievements
Curriculum Vitae for Wayne McNally
A highly motivated, professional and adaptable leader with a proven track record in both an OE and aftermarket
environment. Has ability and is flexible to transfer skills across business functions to enable success of the overall
business. Resilient with ability to communicate a clear vision but also execute that strategy even through the most difficult
of situations, no matter how hard it maybe. Focused on development of the leadership team to enable business change to
take place to improve performance. Courageous to make decisions, ability to listen and understand how to take the
business forward, engaging the team to bring them along with the success.
• Delivered year on year sales and profit targets of 6%-10% for the last 4 years.
• Improved delivery performance from 75% to 92% for all MRO customers (100% to Rolls Royce for 24 months).
• Reduced customer arrears by 70% in 18 months from MRO (circa $3m sales).
• Zero quality escapes for 5 years.
• Reduced cost base within a difficult environment by circa 10% year on year.
• Successfully divested a business in Canada to plan (cost and timing) with no disruption to the overall business or
customer base.
• Instrumental on the drive to improve employee survey results year on year by 4% (engagement of the
workforce).
Experience March 2011 – Present UTAS Engine Control Services (ECS)
Aftermarkets Operations Director
 Responsible and accountable for delivery of a global sales budget of $300m of revenue per year. This comprises of
an aftermarket sales business along with the operational performance of a network of a maintenance repair and
overhaul business. The key driver producing a best in class customer performance along with achieving business
targets. This includes development and agreement of the investment and budgeting processes for that financial year.
 Direct accountability for 2 sites, 1 UK based and 1 German based. I am also indirectly responsibility for performance
across a further 3 sites in Asia and the Middle East (customer service shared enterprise campus). This includes the
operational delivery performance and strategy for these businesses on the ECS portfolio of products repaired on that
site.
 Accountable for 500 staff both direct and indirect across both sites that I directly lead. Implement and drive the
change in culture what is required to improve performance throughout the business. Heavily involved in Culture
steering committees to help develop the culture to embrace and enable change to drive improved business
performance. Lead action planning groups, Positive Culture Index (PCI) and leadership development activities to
increase engagement across the organisation.
 Accountable for achieving and out performing budgetary targets set for the Global MRO P&L. Accountable for
achieving customer satisfaction requirements (QCD).
 Accountable person for all regulatory approvals. Ensures business maintains required approvals to carry out
activities in the aerospace industry. Responsible for all EH&S compliance requirements within the business.
 Set the strategy for the Global Manufacturing sites in line with the corporation’s visions and goals. Execute strategy
to deliver both deliver business benefits and customer focused improvements.
 Aligned a Global organisational structure to enable company goals. Responsibility for all operational areas and
functional support areas (e.g. engineering, finance, HR etc). Enable best practices to be transitioned across global
MRO network. Responsibility to link all supporting functions to deliver improvements and aid the ‘flow’ of business
improvement (whether that is a direct operational function or a support function).

2.  Provide development and growth for direct line leadership team. Set the direction and example for people
development. Set the strategy to enable people growth to give business advantage against competition.
 Provide the direct communication with both internal and external customers. Focus on customer satisfaction to grow
business development opportunities.
 Development of a flexible team, making the process more robust with no potential for failure, building the team
philosophy. Develop a robust succession planning process for people development.
 Lead the Achieving Customer Excellence (ACE) operating system on site to drive business improvement. Drive
Continuous Improvement and lean manufacturing within the manufacturing operations leadership teams. Focusing on
improvements to achieve and excel against delivery, quality and cost targets set, driving this back to the team
responsibility. Forward vision of where the team needs to be to remain competitive within the market place. Drive the
implementation of these plans to deliver improved business results. Responsible for driving transformation
operationally to deliver strategic plan within the aftermarket.
 Drive Business Development teams to generate business growth. Take advantage of opportunities that arise using a
flexible business plan.
 Set short term budget plans and set long term strategic financial targets and operational vision.
 Manage internal and external Trade Union issues. This varies from pay and benefit issues, to restructuring issues.
Chair the monthly TU/Business JCC meetings.
Additional Responsibilities
 Deputised for Vice President/General Manager of the business when required, at customer facing meetings and
internal performance reviews, and strategy meetings.
 Work with the customer facing teams to develop new work opportunities, then execute plans on how these can be
delivered aligned to QCD.
 Sit on the business enterprise team for Continual Improvement.
 Member of the operational improvement steering group for the business.
 Deliver and coach on cultural change required within the business to develop a continually improving way of working.
 Help build TU relationship through such forums as the European Works Council. Attend the yearly meetings and
deliver the companies long term business strategies.
Jan 2009 – March 2011 Goodrich ECEPS Services
European MRO Operations Director
 Responsible for delivery of $120m of sales per year.
 Responsibility for 3 sites, 2 UK based and 1 German based. Involvement in operational improvements across sites
in North American, Asia and the Middle East.
 Responsibility for 520 staff both direct and indirect across all sites.
 Responsible for achieving and out performing budgetary targets set for the European P&L.
 Set the strategy for the Global Manufacturing sites in line with the corporations visions and goals.
 Aligned a European organisational structure to enable company goals. Responsibility for all operational areas and
functional support areas (eg engineering, finance, HR etc).
 Provide development and growth for direct line leadership team. Set the direction and example for people
development. Set the strategy to enable people growth to give business advantage against competition.
 Provide the link of communication with both internal and external customers. Focus on customer satisfaction to grow
business development opportunities.
 Development of a flexible team, making the process more robust with no potential for failure, building the team
philosophy. Develop a robust succession planning process for people development.
 Responsible for Health and Safety within the business, driving for improvements and ensuring all legislation
requirements are met.
 Drive Continuous Improvement within the manufacturing operations leadership teams. Focusing on improvements to
achieve and excel against delivery, quality and cost targets set, driving this back to the team responsibility. Forward
vision of where the team needs to be to remain competitive within the market place.
 Drive Business Development teams to generate business growth. Take advantage of opportunities that arise using a

3. flexible business plan.
 Set short term budget plans and set long term strategic financial targets and operational vision.
 Manage external Trade Union issues that cannot be resolved internally on site.
 The regulatory accountable manager for the value stream.
Additional Responsibilities
 Deputised for site General Manager when required, at customer facing meetings and internal performance reviews.
 Sit on the enterprise team for Continual Improvement.
 Member of the operational improvement steering group for the corporation.
 Deliver and coach on cultural change required within the business to develop a continually improving way of working.
July 2008 – Jan 2009 Goodrich ECEPS Services Marston Green B’Ham
Site Operations Director
 Responsible for achieving productivity, sales and quality targets for manufacturing site and reporting these
achievements out at all levels of the business.
 Responsibility for 260 staff both direct and indirect.
 Responsible for delivery of $100m worth of sales per year. With a gross margin of around 50% and OI of 20%.
 Increasing performance on customer deliver year on year to improve customer satisfaction. Increased delivery
performance from 60% to 85% over 18 months across whole site.
 Increased ROS by 5% over year.
 Responsible for achieving and out performing budgetary targets set for the area. Set the strategy for the site in line
with the corporation’s visions and goals.
 Align the site structure to enable company goals. Responsibility for all operational areas and functional support areas
(eg engineering, finance, HR etc).
 Provide development and growth for direct line leadership team. Set the direction and example for people
development.
 Provide the link of communication with both internal and external customers. Resolve potential issues which affect
the operational performance of the site. Building good relationships to ensure the business is successful, across all
internal functions.
 Development of a flexible team, making the process more robust with no potential for failure, building the team
philosophy.
 Responsible for Health and Safety within the site, driving for improvements and ensuring all legislation requirements
are met.
 Drive Continuous Improvement within the team, focusing on improvements to achieve and excel against delivery,
quality and cost targets set, driving this back to the team responsibility. Forward vision of where the team needs to be
to remain competitive within the market place.
 Manage trade union issues and disputes on a daily basis. Involved in the local JNC helping resolving ‘bigger’ issues
and ensuring the company and workforce are working together for the best of the business. Negotiate larger issues
such as pay negotiations.
 The regulatory accountable manager for the value stream.
Additional Responsibilities
 Deputised for site General Manager when required, at customer facing meetings and internal performance reviews.
 Developed leadership training programs internally to grow talent from within the business.
Jan 2006 – July 2008 Goodrich TO *ECS Marston Green B’Ham
Operation Manager (Civil Hydro-mechanical MRO)
 Responsible for achieving productivity, sales and quality targets for operational area and reporting these
achievements out at all levels of the business.
 Responsible for delivery of $35m worth of sales per year.
 Responsible for achieving and out performing budgetary targets set for the area. Responsible for identifying and

4. implementing improvements to improve these targets.
 Manage training, performance, and shifts/workload for operational team including supervision, commercial and
logistical staff.
 Provide the link of communication with both internal and external customers. Resolve potential issues which affect
the operational performance of the team. Building good relationships to ensure the business is successful, across all
internal functions.
 Development of a flexible team, making the process more robust with no potential for failure, building the team
philosophy.
 Responsible for Health and Safety within the team and area, driving for improvements and ensuring all legislation
requirements are met.
 Drive Continuous Improvement within the team, focusing on improvements to achieve and excel against delivery,
quality and cost targets set, driving this back to the team responsibility. Forward vision of where the team needs to be
to remain competitive within the market place.
 Manage trade union issues and disputes on a daily basis. Involved in the local JNC helping resolving ‘bigger’ issues
and ensuring the company and workforce are working together for the best of the business.
Additional Responsibilities
 Deputised for site operations manager when required, at customer facing meetings and internal performance
reviews. Taking operational control when required across the total site, ensuring targets are met across all modules
(including military, spares and electronic products).
 Involved in ‘mentoring’ members of management team who are new to roles, giving advice on aspects of operational
management within MRO.
June 2003 - Jan 2006 Goodrich ECS Marston Green B’Ham
Platform Leader (Civil Hydro-mechanical MRO)
 Responsible for achieving productivity, sales and quality targets set for shift in which I was leading.
 Manage training, performance, and shifts/work load for 17 technicians.
 Responsible for Health and Safety of associates within the team.
 Drove the Continuous Improvement within the team resulting in a change in work philosophy.
 Responsible for Health and Safety of technicians within the team.
 Manage trade union issues and disputes on a daily basis.
 Implemented change in production philosophy and the way forward within the civil team (product to process flow).
Resulting in reduction of average TRT of 45 days to 21 days.
Additional Responsibilities
 Deputised for area operations manager when required, at customer facing meetings and internal performance
reviews.
2001- 2003 Midland Gears Ltd BMW Group Cofton Hackett B’Ham
Production Manager (Gearbox Assembly & Machining)
 Responsible for achieving productivity and quality targets set on aluminium machining and assembly
facilities including the implementation of volume and product changes due to customer requirements.
 Manage training, performance, and shifts/work load for 40 associates.
 Manage trade union issues and disputes on a daily basis.
 Responsible for Health and Safety of associates within my team.
 Manage resources at my disposal to achieve targets set i.e. manpower, machine utilisation.
1999-2001 Land Rover Vehicles Solihull, B’Ham
Production Manager (Body in White)
 Responsible for performance of a production cell delivering Freelander body shells to paint at the extremely high

5. standards required of a premium brand vehicle.
 Delivered and implemented Land Rover Production System, to the production cell (45 associates), which introduced
production areas to ‘Lean Manufacturing’ philosophies.
 Member of management team to train individuals on the Land Rover Production System (LRPS).
 Responsible for driving efficiency levels up, to ensure area was always competitive and profitable with budgets set.
1989 –1999 Rover Group Ltd Longbridge B’Ham
Production Manager (KV6 Engines)
 Member of project team that launched KV6 power unit into Rover 800 and Rover 75.
 Developed process along side engineering design team to be able to produce power units in a manufacturing
environment.
 Managed transition of low volume production of KV6 power units to high volume facility without loss of volume or
quality standards.
 Developed the production process for the introduction of the new product to ensure correct deliver on time and on
cost.
 Developed process to produce power units in high volume and worked along side vendors to supply facility.
 Commissioned facilities to ensure they were capable of producing volume at required quality standard.
 Selected and produced training plan for 70 associates to operate facility.
1986-1989 Walter Smith Butchers Ltd Birmingham
Butcher
 Trained as butcher (apprentice of the year in 1988 after 2 year training program)
 Youngest ever employee to manage shops in company.
 Responsible for profitability of shops and welfare of colleagues managed.
Education
1982 – 86 Simon Digby Comprehensive School Chelmsley Wood
 ‘O’ Level in Maths, English, Physics, Chemistry, History, Art and Physics and Chemistry combined.
 C.S.E. in Motor Vehicle Studies and Computer studies.
1997 - 2000 N.E.W. College Bromsgrove
 BTEC Foundation Course In Engineering
 BTEC National Certificate In Manufacturing Engineering
 Higher National Certificate In Manufacturing Engineering
2008-2012 Warwick University
 MSc Engineering Business Management
1989 – Present Company Training
 Leadership Academy
 Lean Practitioner Training (including presenting modules to support further ‘roll out of process)
 Performance Management
 IOSH
 Statistical Process Control
 U.A.S. & M.T.M. Time Study
 Risk Assessment Training
 Design For Manufacture (to improve manufacture of design in production).

6.  Continuous Improvement Process
 Land Rover Production System (Lean Manufacture).
 Coaching for Performance (optimisation of work force available).
 Goodrich People Philosophy – Cultural Change Program.
 Achieving Customer Excellence – UTC operating system
Interests My family, Play Golf, Enjoy watching sports mainly football and enjoy socialising. I also have taken up supporting
local school on mentoring pupils where they about to move into higher education or a work environment.

7.  Continuous Improvement Process
 Land Rover Production System (Lean Manufacture).
 Coaching for Performance (optimisation of work force available).
 Goodrich People Philosophy – Cultural Change Program.
 Achieving Customer Excellence – UTC operating system
Interests My family, Play Golf, Enjoy watching sports mainly football and enjoy socialising. I also have taken up supporting
local school on mentoring pupils where they about to move into higher education or a work environment.