Gary Cobb

Non Executive Director and member of the Board of Trustees.

- Responsible for creating the concept that would allow Gatwick to use its standby runway in routine operations with the potential to grow the airport to 70m passengers. -Created and now lead the team that will turn the concept into a fully live operation through a project > £1bn - Engage with senior stakeholders across the UK aviation industry to get permission for growth at Gatwick Airport including DfT, NATs, Airlines and the CAA. - Worked with Gatwick’s Executive Management Team to create and pitch Gatwick’s 10-50 year business plan and strategy to Gatwick’s Main board and shareholders - Leading all planning and consenting activities for Gatwick Airport

Accountable for the safe and efficient running of the world’s busiest single runway; which holds the current record of 949 movements off one runway in a day. Full P+L responsibility for the airside function, including a £34m operating expenditure and £0.6bn capex plan over the next 10 years. Responsible for 270 Airside personnel including Operations, Engineering, Compliance, Technical, Projects and the Airside Fire Service (85 Airside firefighters). A member of the Airport Duty Senior Manager team, responsible for the safe and efficient operation of the whole airport whilst on duty, and the management of any crisis including media response. Oversaw the creation of the 10-year Airside capital investment plan and sponsored several large infrastructure projects including bringing a new pier and associated taxiways on line, and the transition to a new air navigation service provider.

-Designed and implemented a real-time information tracker for key Airside metrics, which is now being rolled out across other GAL departments. This is being used to drive real time decision making, positively impacting performance metrics. -Led the Airside duty teams during GAL’s busiest summer, introducing the importance of the “turn” concept as the key driver for On Time Departure success. -Leading the project to implement and refine a layered audit approach to make Airside world class. -Completed review of current Airside organisation structure, and led the implementation of the new structure in 2016, including a full roster review for Airside ops.

Completed 3 month practical AOM training, giving a grounding in the technical knowledge required for the management of a complex aerodrome. Introduced statistical process control tools into the Airside team to make the team more data and output driven.

-Operational responsibility for entire factory operations on shift (line management responsibility for engineering, quality, planning, manufacturing and scheduling teams) -Reduced Raw waste by 30% by implementing new scheduling processes and greater factory integration with the European procurement team -Operational lead on implementation of critical new computer system for all inbound fresh materials. Project successful in allowing site to manufacture to statutory regulations

- Day to Day responsibility for ~£500m revenue department (~120 people). - Managed the recruitment of 20 people into the department as production output grew 20% in 4 months. - Improved the quality culture within the department improving QRFT from 85% to 96%, as well as reducing waste from 6% to 3% and get consumables costs under control. - Seconded onto key business priority lines to turnaround plant performance. Achieved quarterly plan OTIF with 50% increase in quarterly performance.

- Responsible for all onsite production. - Line responsibility for 83 direct/indirect reports. - Responsible for the sustaining phase of the lean transformation. - Responsible for leading and implementing the last set of redundancies (i.e. scoring and one to ones) plus the rehiring of a third crew to make factory 24/7. - Responsible for the organisation and running of all site stock takes. - Operational lead on ERP transformation project for Tarmac Building Products

- Leading a team of 4 change agents in a successful factory transformation (first non-Mckinsey assisted transformation) and then leading the roll out onto other factories. - Creating systems and implementing lean techniques into the business including OEE, 5S, VSM, SMED, SOP's, TPM, JIT and Root Cause Analysis. - Influencing and coaching operatives to raise capability and performance. - Coaching operations managers and directors on “what good looks like”.

- Managing and co-ordinating all stairs projects within Topfloor. - Liaising with all internal departments to ensure the smooth design, production and delivery of all stairs orders and projects. - Managing customers and any complaints for the stairs portfolio. - Assessing and formulating the future strategy of the stairs portfolio for inclusion in the 2007 Topfloor business plan.

- Operations member of tarmac wide lean transformation diagnostic team, utilising lean manufacturing tools and developing the future lean manufacturing strategy for Tarmac Building Products. - Presented key findings to members of Tarmac board of directors. - Designed the lean transformation business plan for Tarmac Topfloor, including calculation of the projects financial savings over the 18 month implementation period to be incorporated into the 2007/2008 Topfloor budgets.

- Production Supervisor at the Derby Site in charge of 40 people - CMI level 5 Diploma in Management - NEBOSH certificate with Merit - NVQ level 2 in Business improvement Techniques