Philip Wetten is an experienced manager with over 30 years of experience in operations, procurement, business development, and executive management in various industries. He has held roles such as Managing Director, Chief Executive Officer, and General Manager. Currently he is the Managing Director of Encor Products Ltd, where he has rebuilt the company into a regional market leader.

1. PHILIP WETTEN
P.O.Box 51478
Limbe
Malawi
Tel: + 265 01877319
Email: philwetten@hotmail.com
PROFILE
A highly versatile, high potential, experienced manager in operations, procurement,
business development, project and General Executive Management, within the FMCG,
engineering, manufacturing and agricultural sectors.
A responsible and flexible individual. A strong negotiator able to recognise and act upon
business opportunities with energy and creditability, able to act decisively.
Exceptional leadership skills, able to interact with others, a team player, able to build
strong relationships; in addition to being adaptable and work independently.
A tenacious, determined and results driven individual, able to remain calm under
pressure, motivated by new challenges with the ability to turn ideas into profits.
CAREER HIGHLIGHTS
Encor Products Ltd - Precision engineers and fabricators June 2008 – Todate
Position – Managing Director
- Have rebuilt this ailing and defunct company into a regional market leader in
precision steel engineering and Fabrication/manufacturing sector, using existing
machinery changing focus and improving efficiency, skill set and eliminating non
efficient practices.
- Total responsibility for company profit and loss.
- Constantly monitoring and improving profitability, and efficiency of the company
through strict quality control, keeping strict control on costs etc improving
profitability
- Ensure that the staff compliment of 137 remain highly motivated and trained in
their respective disciplines
- Keeping strict control of both debtors and creditors ensuring that cash control was
always in hand.
- Negotiate with the Donor community and NGO’s for product manufacture from
warehousing to fuel tanks and brick making machines.
- Identify new product ranges predominantly in the “green field” projects, take
these to the respective clients and market these through negotiated long term
procurement contracts.
- Check all quality control and any warranty issues.

2. - Managing of all stock control and procurement, including negotiation with
vendors for material pricing and fees whilst ensuring the continuation and
enhancement of services.
- Visit sites to ensure our rigging staff are performing to the expected quality, and
adhering to all health and safety aspects demanded by the respective clients.
- Increase market share through aggressive marketing campaigns, .
- Negotiated dealer networks for products such as window and door frames, wheel
barrows and economy stoves with large multi branch retail chains.
- Project managed designed, manufactured and installed a fully operational 600 ton
per day cement factory from green field to operation four months ahead of
schedule
- Constantly visit and be in touch with key clients regarding future business as well
as new business concepts
- Keep close watch on market trends and be ready, able and prepared to adapt to
market requirements.
Entyre Group of Companies January 2003 – May 2008
Position – Chief Executive Officer
• Responsible for seven retail branches and one manufacturing facility with an
annual turnover of US$14.5 Million and after tax profits of US $ 2.75Million .
• Total Responsibility for the Group profit and loss.
• Responsible for negotiating sales and service contracts with key clients.
• Identify new clients and business, develop these and thus expand operations and
sales turnover.
• Improve efficiency and profitability of the group through introducing cost cutting
measures improved training etc, improving net profit percentage against turnover
from 14% to 19.5% in the first year.
• Introduce strategy and control procedures to improve the profit percentage to
25.3% by the end of year 2, thus improving PE from 4 years to under 3 years, the
group is currently achieving profit percentage of 31.3%.
• Introduced more stringent stock policies and improve stock rotation and thus
inventory levels.
• Reporting directly to the Board of Directors on a monthly basis, and chairing
quarterly board meetings.
• Conduct due diligence on potential business opportunities and acquisitions.
• Ensuring that the workforce of 149 staff are and remain highly motivated, trained
and efficient through quality training and team building.
• Centralised the group accounting and business functions from a branch and family
orientated business system to a corporate function with real-time accounts.

3. • Identify competition and through aggressive marketing strategy ensure that we are
one step ahead of the competition and thus gradually increase market share from
current 23% in 2004 to 31% by the end of 2005. This market share is
increasingly growing and through improved efficiency and quality through the
manufacturing facility we now have 46% market share.
• Keep strict control of all debtors and creditors and ensuring that cash-flow
remains healthy throughout the year. Cash flow has improved from an overdraft
position in 2003 of US$.9million to a consistently positive position.
• Have overseen the acquisition of Alimi ( A tractor parts supply company and
franchisee of Vapormatic). into the Entyre umbrella and driven this to be a potent
force within the agricultural replacement parts sector.
• Negotiated large tyre supply and service contracts with the military and police
force
• Driven and overseen the opening of international branches in Zambia and
Tanzania predominantly focusing on the agricultural sector
Al-Qahtani Maritime Group – Saudi Arabia February 2001 – January 2003
General Manager Rubber and Tire Division.
• Responsible for increasing Sales of rubber related products throughout Saudi
Arabia, Kuwait and Bahrain, by 23% in first 9 months.
• Responsible for increasing sales with existing clients, through aggressive
marketing policies, and improved efficiency.
• Improve Stock rotation through the improvement of stock inventory and
purchasing systems improving efficiency.
• Improving efficiency and throughput in our Kingdom wide and Kuwait Tire
Service Centers.
• Identify new business opportunities and through determination and vision exploit
these to the full, with the view of expanding the operations and improving
profitability.
• Building a team of 76 highly skilled, multi-cultural and motivated staff using a
mixed blend of expatriate and local expertise.
• I have turned the business from a three-year loss making operation to a profitable
business in Nine months.
• Identified new business opportunities for our service centers and successfully
implemented these, therefore increasing cash flow and revenue.
• Improved distribution network throughout the Kingdom and Kuwait allowing us
to keep greater variety of stock at these locations but in smaller quantities
improving sales and efficiency at all outlets.
• Expanded distribution network through the introduction of franchising with
independent dealers.

4. Lonrho Motors Africa Group May 1997 - Dec 2000
Lonrho Motors East Africa Ltd June 1999 - Dec 2000
Group Business Development & Operations Manager
• Responsible for identifying new business opportunities and developing existing
business in the motor vehicle sector throughout the East Africa Region, comprising
Kenya, Tanzania and Uganda.
• Reorganised a major parts and workshop department which improved parts
availability, increased turnover by 60% and contribution by 20%. Introduced a
comprehensive customer database resulting in more effective communication and
service levels.
• Workshop reorganisation and natural staff wastage led to an increase in vehicle
throughput from 4 to 16 per day, increasing group contribution by 200% .
• Negotiated new tyre franchises and product lines for Rapid Fit centers which increased
margins by 15%.
• Identified new sites and franchises which expanded the Rapid Fit operation into six
new major locations and increased tyre market share from 3% to 9% in four months.
• Consolidated car, truck, farm machinery and Rapid Fit operations into one company.
Rationalised the workforce and disposed of redundant sites, collectively increasing
group profitability by 18%.
• Introduced an “express service lane” in Toyota workshops which increased vehicle
throughput from 18 to 80 per day over three months and increased contribution from
118% to 170%.
• Reviewed dealer network (96) to maximise product exposure to current and
prospective customers.
Halls Cars Malawi Ltd (division of Lonrho Malawi Ltd) May 1997 - May 1999
General Manager (promoted from National Parts Manager after 3 months)
• Overall responsibility for the running of the motor vehicle operation with emphasis on
improving efficiency, profitability and customer service. 143 staff.
• Successfully negotiated supply contracts with major clients resulting in significant
increases in Land Rover vehicle sales and parts/workshop turnover.
• Improved stock rotation from twice annually to four times annually therefore
improving stock availability and efficiency.
• Re-negotiated a more lucrative franchise agreement with Hyundai in Korea, and
General Motors (Opel).

5. • Reversed the loss making Zambian motor operations by consolidating working
practices, reducing staff numbers and dramatically improving customer service levels.
• Turned the entire business into profit by September 1998 and by May 1999 profit
budget was exceeded to secure a 25% increase by the following year end, the systems
and controls put in place are still in use today.
• Responsible for the profitable sale of Lonrho motor businesses throughout East and
Central Africa as a result of the breakup of the Lonrho Plc group
Stagecoach (Malawi) Ltd April 1991 - April 1997
National Stores and Purchasing Manager
• Responsible for purchasing and Inventory control for the central and 7 regional stores.
136 staff. Contract management, computer systems, budgets, supplier negotiations,
project management.
• Assessed and implemented new stores and procurement procedures at the Nairobi and
Mombassa operations. Company stock holding £7.5m, turnover £30m, despite parts
lead times of 4 months.
• Reviewed and negotiated alternative computer software and hardware packages for the
stores and fleet management system automation and implemented the most effective
(Kerridge) and user friendly software availiable.
• Designed and introduced a tyre and fuel management system to meet the company’s
needs.
• Reviewed the company’s security system. Reorganised and implemented new systems
with new contractors.
Farming and Engineering Services (a Lonrho Group Company) 1986 - 1991
Stores and Purchasing Manager
General Manager (Spartacus Division)
• Multi-franchised agricultural vehicle business. Stock control, purchasing, budgets,
project management. General Management of Precision Engineering Division
(Spartacus).
• Spearheaded the purchase of a competitor engineering (LMD) company and
incorporated it under the Spartacus umbrella.
• Grew the Spartacus operation to become a major player in the engineering and
accessories market.
Mike Appel and Gatto Ltd 1982 - 1986
Stores and Purchasing Manager
• Management of stores and purchasing operation for multi-franchised motor vehicle
and tractor business throughout Malawi.

6. • Completed full apprenticeship in precision engineering, mainly on lathes, milling
machines, crankshaft regrinding and line boring
Professional Associations Membership
Chartered Institute of Purchasing and Supply.
Institute of Purchasing SA.
British Businessmen’s Association of Saudi Arabia.
Blantyre Sports Club – Director
Blantyre sports club incorporates: many sporting facilities ,Two restaurants, banqueting and conference
halls.
Duke of Edinburgh , Silver award
Education / Qualifications
Apprenticeship: Engineering – Fitter and Turner 1981-1983
West Buckland School, Barnstaple. 1977 - 1981
6 GCE ‘O’ level passes
Languages
English – Fluent, written and Spoken
Italian – Spoken Proficient
Swahili – Spoken – broken
Chichewa – Spoken – Proficient
Personal Details
Date of Birth: 18.06.64.
Status: Married, 2 dependent children (ages 18 & 20).
Nationality: British (self) Wife (Italian)
Hobbies: Model building, and rebuilding vintage machines, woodwork.
Golf, water sport, and tennis.

7. • Completed full apprenticeship in precision engineering, mainly on lathes, milling
machines, crankshaft regrinding and line boring
Professional Associations Membership
Chartered Institute of Purchasing and Supply.
Institute of Purchasing SA.
British Businessmen’s Association of Saudi Arabia.
Blantyre Sports Club – Director
Blantyre sports club incorporates: many sporting facilities ,Two restaurants, banqueting and conference
halls.
Duke of Edinburgh , Silver award
Education / Qualifications
Apprenticeship: Engineering – Fitter and Turner 1981-1983
West Buckland School, Barnstaple. 1977 - 1981
6 GCE ‘O’ level passes
Languages
English – Fluent, written and Spoken
Italian – Spoken Proficient
Swahili – Spoken – broken
Chichewa – Spoken – Proficient
Personal Details
Date of Birth: 18.06.64.
Status: Married, 2 dependent children (ages 18 & 20).
Nationality: British (self) Wife (Italian)
Hobbies: Model building, and rebuilding vintage machines, woodwork.
Golf, water sport, and tennis.