David Birtwistle

At Metalwash we balance the highest quality of cleaning with the optimal number of service visits to ensure maximum value for the customer. We have an independently surveyed NPS score of 75 Covid-19 has put many pressures on companies, meaning, financial savings are now essential for all businesses. Metalwash have 25 years’ experience in supplying reliable equipment, with a 1st class service, at competitive prices. Your current supplier may well be charging you for old, tired machines which are not fit for purpose, on a rolling contract with no break clause, along with built in price increases. Metalwash do not do this. The machines we supply are environmentally friendly and clean as effectively as any competitor’s models. In many cases we will help to reduce your VOC's Considerable investment in our team of technicians means we carry out servicing properly, reducing unnecessary costly visits and reducing the down time of your teams. We encourage you to look at your current arrangements, as soon as possible, to confirm your expenditure and we will be delighted to give you a competitive quote.

PE Backed start up, looking to acquire businesses in engineering services sector and deliver exponential organic growth targets

Understand fully the working operations ahead of business acquisition. Set the strategy for sales growth including recruitment, machine capex, marketing and service operations

Reporting to the European MD and responsible for the UK Group of Fire Protection Companies, delivering excellence in customer service throughout the UK, and supplying premium quality life safety products, manufactured in a purpose built factory in Yorkshire. Responsible for all facilities Creating a culture based on Quality service values, ensuring the customer comes first 14% Group Revenue Growth in 2018 8% Group Nett Unit Growth 6% Group Operating Profit Growth

Promoted to UK position, responsible for all Branch sales and service activity.. £58m revenue, through team of 3 regional directors, 17 general managers and 260 sales, service and branch personnel. Responsible for branch facilities Grew revenue by 8% and annual contract sales by 66% (£300k per month to £500k per month average)

Leading 7 branches for double digit revenue and contract growth across automotive and industrial sectors. Driving productivity and operational efficiency initiatives, leading to 25% improvement in EBITDA performance. The region achieved £900k contract growth, doubling growth rates in first year, and £1.0m revenue growth Region increased growth in second year achieving £1.2m contract growth and £1.4m revenue growth

Leading all aspects of operations to achieve further efficiency, productivity and profitability improvements. The new branch based structure has been designed to increase ownership of the customer at a local level.

Brought in on an interim contract to support the turnround of the UK part of this business, reporting to the Managing Director and responsible for operations including engineering and merchandising service teams through a team of 5 Regional Managers and over 600 field personnel, supplying vending services to a wide range of National and SME companies throughout the UK. Key Achievements; • 15% improvement in merchandiser activity (38 machines per route up to 44 machines per route) • Removal of 30% of direct workforce whilst maintaining top line revenues and turning around loss making business into a profit making business (£2m of cost from management, back office and field force removed in 3 month period) The business was losing £600k per month and following this restructure the business was consistently achieving profit • Complete restructure of regions into branch network business, removing layer of underperforming management • Designed and rolled out new business reporting system, focussing managers and field force on profitable business outputs

Reporting to the Managing Director and responsible for the Sales and Marketing division of this UK organisation, supplying multi-discipline products and services to a wide range of Facilities Management and National High Street companies. Key Achievements (from a standing start): • 20% improvement in sales activity levels (1.2 - 1.5 design and sell appointments per day) • 20% improvement in product sales per day (£1,604 - £1,926 per day) • 30% reduction in cost base of the department

Reporting to the Managing Director and responsible for all service activities across the Company's whole Fire and Security portfolio. Delivering significant change management programs through strategically planning, quality systems training, installing technological improvements and accounting systems. Responsible for Engineer related HR and Supply Chain. Responsible for integration of Fire and Security businesses into a branch network run through a single operational structure. Responsible for driving direct sales productivity and sales force efficiency Key Achievements: • 10% improvement in field productivity per service day (from 44 Extinguishers serviced per day to 49 Extinguishers serviced per day) • 8% improvement in product sales per service day (from £300 sold per day to £324 sold per day)

Reporting to Managing Director and having full P&L responsibility for sales and service revenues through an organisation of branch network through 5 General Managers. This also encompassed the management of Finance, HR, Supply Chain, EH&S and Continual Improvement Key Achievements: • Harmonising all revenue generating personnel in to one team culture • Delivery of 10% increase in Operating Profit (from £14.4m EBIT to £16m EBIT) • Reduction of Customer Disputed Debt by 95% (from £2m to £0.1m)

Functional Leader for services delivered by 650 Multi-Skilled service engineers - Reporting to Managing Director Key 2008 Achievements: • 8% Top Line Sales Growth in 2008 through development and implementation of National Customer Service Delivery Strategy (from £12m product sales to £13m) • 66% reduction in Customer Contract Attrition through development and implementation of National Customer Management Strategy (from 28% to 9%) • 84% reduction in Engineer Staff Attrition through development and implementation of National Rewards and Recognition Program (from 44% to 7%) • Delivery of £3m Gross Margin Improvement through Field Service Productivity

Reporting to the Managing Director and having full P&L responsibility for sales and service revenues through an organisation of branch network through 5 General Managers. This also encompassed the management of Finance, HR, Supply Chain, EH&S and Continual Improvement Key Achievements: • 4.5% Top Line Sales Growth in 2006 (from £12.4m to £13m) • 21% Nett Growth Product Sales in 2006 (from £5m to £6.1m) • Reduction of Customer Disputed Debt by 94% (from £400k to £25k) • Exceeded Budget Profit Contribution by 10% in 2006 whilst reducing overhead spend

Reporting to the Regional Director and having full P&L management and responsible for integrating Sales, Multi-Skilled service teams, Customer Service Team & Supply Chain Teams. Key Achievements: • 27.9% NETT Growth of Customer Base in six month period (from £3m service contract value to £3.8m) • 15% Growth in Profit Contribution, 60% ROS (from £3.6m EBIT to £4.2m EBIT)

Reporting to National Operations Director and having full P&L management and responsible for ensuring all regional customers receive the highest standards of care and quality of service Key Achievements: • 2003/2002 achieved 112% Top Line growth for first six months, • Exceeding Budgetary targets @ 106.1% for first six months in 2003