We are very driven to provide excellent service for our clients.
We believe it is essential to “walk the talk” by providing lean and cost effective services.
Typically, about it we are targeting a 10:1 benefit to cost ratio for lean transformations. So, pill for an initial outlay of £10,000 in consultancy, coaching and training, we would expect to deliver in the region of £100,000 sustainable annual savings.
We believe it is essential to conduct business on an ethical basis with due consideration to social and environment impact. Our charity of choice is Destiny Children which supports Destiny Garden School, which is situated in a very poor area in Mombasa, Kenya: www.destinychildren.co.uk
We are very committed, focused and hard working but, at the same time, believe it is important to have fun.
Alan works with business owners, directors, managers and teams, facilitating them to identify barriers to change and growth, develop solutions and take action.
Alan is a qualified business and performance coach and is accredited to deliver Belbin team role and EQ-i 2.0 emotional intelligence profiles. He provides lean consultancy and training services to private companies in the manufacturing, engineering and service sectors. He is also a non exec director at a food company based in Warrington.
Before Pathfinder was established Alan led manufacturing operations for several companies before becoming Group Operations Director at a multinational with responsibility for factories in UK, Europe and USA and 800 staff. His early leadership experience was in the sporting world, including coaching at Cambridge University.
He is a member of The Association for Coaching and a member of the Chartered Institute of Personnel and Development. He is an associate of The Manufacturing Institute and was also an associate of The Manufacturing Advisory Service for many years until the organisation was dissolved in late 2015. He is a member of the Business Consultancy Network - www.bcn.org.uk .
Alan has a PhD from Manchester University.
Keith specialises in implementing a holistic sales attitude across an organisation. He promotes the idea that every person involved in the business is aware of the profound affect and influence they have over sales and, as a result, their own future
Keith develops the sales function, people and processes by introducing innovative programmes to improve:
Sales leadership mentoring and coaching
Sales training, telephone & customer facing
Reward & motivational programmes
Keith delivers training and consultancy to corporate and SME clients nationally, and is a strong supporter of Chambers of Commerce. With a real passion to inspire companies to fulfill their potential and capitalise on their opportunities, Keith has built a strong reputation with clients for his direct, pragmatic culture based firmly on experience and logic.
Prior to setting up his own Business in 2007, Keith worked in senior positions with a number of multi-national companies including: Brother, Lexmark, Nikon and Sony.
Fran has spent the greatest part of her career working on the boards of SMEs in sales & marketing roles, but working closely with other functions to create a holistic approach to creating better performance.
After successfully turning around a failing manufacturing company, she made the dramatic leap from managing director to student in order to study for an international MBA, which she completed in 2001. This step has proved invaluable in providing more structure and a broader perspective to her approach to business improvement and leadership.
Since 2009, Fran has been coaching business leaders and teams in;
providing greater clarity of thought
teaching problem-solving techniques, which can be used for the rest of their lives
helping them to achieve their true potential
She runs a number of interactive workshops specifically aimed at business leaders and senior managers on themes that clients regularly bring up as a concern, including Time Management, Resilience, Recruitment & Interviewing Skills and Running Effective Meetings.
Fran has worked across a wide range of sectors from consumer durables and luxury goods to software, the third sector and oil & gas. She has a very straightforward, no-nonsense approach, applying common sense and getting things done.
Dr Andrew Wright
Andrew's early career was involved with managing research and development projects involving advanced technology software; knowledge-based systems, neural networks etc and their application to manufacturing, first at UMIST then at ICL.
Taking the opportunity to set up his own Applied Artificial Intelligence team, he joined Ferranti Thomson Sonar Systems, where juggling the competing demands for his small AI team first triggered his interest in project management within complex and fast-moving environments. As a supplier to the MoD, this was his first exposure to PRINCE, a fearsome thing in its early form.
In his subsequent roles as IT project manager and programme manager at PA Consulting, his experiences led to him crystallizing his thoughts on managing performance in projects and the need for effective project management methodologies.
During a period managing major projects for Centrica, he first received training in PRINCE2 and moved his focus from pure IT to end-to-end business change.
Andrew then opted to join Dynamic Technologies as a director and consultant. Since then, Andrew has been honing his project management techniques while consulting on business change projects for several major clients, including Barclays and Cable&Wireless, and is a PRINCE2 Practitioner. In parallel he's been developing a suite of PRINCE2-compliant knowledge management tools to support "joined up thinking" within projects.
With experience has come the desire to pass on skills and knowledge, so Andrew has developed both training courses and coaching/mentoring programmes that have a successful track record of delivering benefits.
In 2010, Andrew successfully completed a major project for NHS Direct (providing their new website, www.nhsdirect.nhs.uk) on time and under budget.
Martin's career has spanned the length of the supply chain, starting with a supplier to the Petrochem industry, then to a manufacturer of Manual Handling Equipment, followed by a Fast Moving Consumer Goods supplier, an internet fulfillment centre and finally working out solutions to solve the last 50-metre conundrum for retailers (how to get if from the back door to the sales floor!)
He successfully completed the prestigious Fellowship in Manufacturing Management programme at Cranfield University in 1999 and was an associate of the national Manufacturing Advisory Service programme until it dissolved in late 2015. He is also a Director and council secretary for the Association of Manufacturing Managers.