1. RICK KANE
19 Short Street, Flat 3, London SE1 8LJ
Mobile: 07795974272, E-mail: richardpkane@gmail.com
A MANAGING DIRECTOR with particular expertise in transforming
supply chain and product development and improving profitability and return on
investment for global Manufacturing Groups.
2003-2010 ROLLS-ROYCE MARINE - T/o £2.5bn global integrated power and propulsion systems
2009-10 Business Process Improvement Director
Invited to lead a cross-functional team reducing inventory and product costs – 6 staff.
• Improved visibility of potential cancellations and delays and reduced inventory risk.
• Documented roles and responsibilities for Product Unit Cost, established a baseline.
• Implemented target costing and new cost reports, improved visibility of cost status.
• Initiated a Value Engineering pilot project, targeting 20% savings with plan to achieve.
• Cut inventory by 15% (-£90m) and supported record margins across all product lines.
2006-09 Common Business Processes Director
Requested by President to lead a critical £50m cross-functional transformation project to
define and implement end-to-end integrated business processes with Baan 5 ERP – 90 staff.
• Developed and validated comprehensive business processes from order capture through
planning, manufacturing, delivery, installation/checkout and product support.
• Introduced role workshops and process walk-throughs to facilitate change management.
• Completed implementation in 6 Scandinavian, 1 Polish and 1 Chinese business units.
• Dramatically improved shop floor planning and visibility of raw materials and WIP.
• Achieved the transformation to standard processes and systems, significant growth in
profit margins.
2003-06 President - Marine Electrical Systems Division
Headhunted to lead an acquisition and consolidate 5 businesses in UK, Germany, Norway
and USA – t/o £75m – 420 staff.
• Developed a strategy to integrate electrical/automation with the Marine product portfolio.
• Initiated development of new products, co-ordinated training for the global sales teams
and conducted extensive studies of new technologies for future development.
• Rationalised product offerings within the businesses eradicating overlap.
• Increased t/o from £75m to £100m and turned losses to profits of £5m pa.
2000-2002 RAYMARINE Ltd – T/o $200m consumer marine electronics
President
Led a PE supported MBO to acquire Raytheon’s Marine Electronics business - 600 staff.
• Led global rebranding and new product development creating award winning products.
• Created a Value Engineering team, achieving material cost savings of 10.5% pa.
• Led development of a B2C web site, building high margin sales to $7.5m.
• Introduced lean manufacturing, massively cut cycle times and doubled inventory turns.
• Improved on-time deliveries to customers from 68% to 90%.
• Increased sales 40%, profits from $15m to $28m, positioning for a highly profitable IPO.
1999-2000 RAYTHEON CORPORATION - T/o $20bn Aerospace & Defence with some commercial
Director - Supply Chain Management & Acting MD UK Marine Electronics
Recruited to develop strategies to reduce cost of direct and indirect materials – 10 staff.
• Led strategic efforts to consolidate purchase volumes and reduce costs.
• Consolidated forecasts for fasteners, rationalised suppliers and saved 8%.
• Planned and piloted reverse auctions for complex machining requirements.
• Turned round Marine Electronics to profitability for the first time in 7 years, - sales
by 20% and generated $22m cash v $2m budget.

2. 1997-1999 TAMROCK OY - T/o $1bn global trucks and drills for construction & mining
SVP - Supply Chain & Logistics
Headhunted to transform purchasing and logistics across 17 manufacturing sites – 40 staff.
• Led consolidation to 3 logistics centres in the Netherlands, Singapore and USA.
• Introduced third party logistics - Emery in USA - TNT in Singapore/Netherlands,
improved costs by $200k pa, inventory by $40m and on-time delivery from 60 to 90%.
• Introduced web-based tools to consolidate commodity requirements, saving 15%.
• Led JIT and lean processing, cutting costs 8% and inventory 30%.
• Improved new product development, improving cycle time and profitability.
1995-1997 INGERSOLL- RAND Inc - T/o $1bn global construction & mining industry equipment
VP - Purchasing
Recruited to transform $650m purchasing across the 7 operating businesses – 8 staff.
• Introduced target costing and outsourcing, achieving a 15% cost reduction on 1st project.
• Introduced value engineering and saved $625k on the 1st project.
• Led dramatic cost and cycle time improvements in New Product Development.
• Led parts standardisation increasing use of group purchasing contracts.
• Reversed the trend of 3-4% pa price increases to 5% average year on year savings.
1988-1994 GENERAL ELECTRIC – T/o $3bn Aerospace & Defence
1991-94 Director of Advanced Sourcing
Promoted to reduce costs on commodities costing $500m pa across 12 businesses – 14 staff.
• Transferred from paper based RFQs to digital, allowing advanced reporting.
• Cut suppliers and negotiated agreements for 24 commodities saving 12% year on year.
• Leveraged volume for GE’s commercial businesses cutting costs by 10%.
• Leveraged newly acquired Martin Marietta parts into an IC project saving 40%.
1989-91 Manager of Contract Practices - GE Aerospace, Aircraft Electronics Division
Promoted to negotiate overhead submissions with Defense Contract Audit Agency – 12 staff.
• Obtained auditor agreement to create a unique overhead pool for a large new program.
• Worked with writers and film producers developing group wide compliance training.
• Contributed to a consolidated Group G&A pool, improving cost visibility and control.
1988-89 Manager of Contract Practices - GE Aerospace - Aircraft Control Systems Department
Recruited to manage overhead rate submissions and support marketing proposals – 12 staff.
• Improved relations with defense auditors and the value of support to marketing.
• Established an ethics program that was recognised as one of the best in the group.
• Improved a major bid, resulting in the divisions most profitable long term contract.
1986-1988 KPMG PEAT MARWICK – T/o $100m Defense consulting
Senior Consultant
Recruited to support development of RFPs and evaluation criteria for large programs.
• Led a team to review and improve a $2.5bn RFP for a Combat Control System.
• Supported and secured several contract extensions for a major system programme.
1977-1986 US NAVY
1984-86 Supply Officer - Naval Amphibious Ship Lieutenant
Managed budgets for parts, maintenance, ships store and food - 600 man crew – 40 staff.
1982.84Liaison Officer to Royal Australian Navy’s Supply Centre – Sydney, Australia – Lt.
1980.82Purchasing Supervisor - Naval Regional Contracting Office - Lieutenant Junior Grade
1977.79Assistant Supply Officer - Seventh fleet flagship - Ensign
QUALIFICATIONS BSc Business; Major in Accounting - Suffolk University, Boston.
COURSES Leading Change & Organisational Renewal - Harvard Executive Program.
PERSONAL American & Irish. Married – adult children. Location internationally flexible.
RICK KANE, 19 Short Street, Flat 3, London SE1 8LJ
Mobile: 07795974272, E-mail: richardpkane@gmail.com