Matthew Nolan

As cornerstone of LSG Sky Chefs' new operating model in Central Europe. Key remit to develop Project Optimus - LSG Sky Chefs in Czechia delivering chilled, ready to consume meals to 2 hub locations - Frankfurt and Munich airports for Lufthansa. Full P&L responsibility – 16 mio. EUR 2019. - Drove significant expansion and transformation with the creation of local strategy and financial plan to grow from 60 to 800 employees within 14 months. - Facilitated off site meeting to develop strategic plan and incorporated feedback from staff. Mapped each work stream with 12-month plans including mitigating identified issues to ensure full scale transfer from March 2019. - Delivered key milestones including growth from 60 – 300 staff, identified and placed staff in ideal positions, increased production without impacting quality. - Development and transformation of local organisation from pilot production facility to integral part of LSG operating network in Central Europe. - Revised shift patterns ultimately increasing productivity by 30% (2020 vs 2019). - Achieved proof of concept in handling more complexity and introducing a new level of qualification within LSG Czechia – introduced hot kitchen and business class volume resulting in the production all shorthaul Lufthansa business class of 6000 meals per day. - Renegotiated supplier contract successfully reducing OEE by 20% yoy. - Decision was taken to close LSG Sky Chefs Czechia, currently managing redundancy, liquidation and sale of assets.

Global Network Management team, responsible for transformation projects and management of LSG’s global network. Project Optimus was to transform the operational footprint of LSG in Central Europe. - Project Optimus – creation of a network orientated operational footprint in Central Europe, supplying 8 customer service centres located at airports from 2 centralised production facilities - Project work package leader focusing on regional production centre location setup, definition of facility scope, location and organisation. - Successfully producing from Czechia with a new centralized production facility within 12 months. - Created pilot regional production facility to test feasibility of network orientated operating model and implemented new processes. Executed as per project plan and on budget. - Supported customer tendering process through adaptation of budget documentations based on the model planned for the Czech entity

Managing a production area consisting of 60 employees in a 3 shift model delivering graphics material for B2B customers across all industries ranging from automotive to pharmaceuticals. Established a new production department in Germany including developing onboarding strategy and recruiting 70 employees within 6 months. Defined new processes in line with lean six sigma methodology to successfully maximise performance. Transferred 8 finishing lines and achieved output levels as seen in previous plant within 3 months of start-up. Reviewed production performance and developed a losses strategy resulting in reduction of 2%, an increase in machine reliability and sustainable platform for future development.

Responsible for 50 staff across 4 departments including Receiving, Warehousing, Shipping and Stock Management. Restructured 4 departments into a one centralised entity defining KPIs and quality standards to maximise performance whilst increasing flexibility through the creation of a skills matrix. Enabled the operation for all outbound and inbound activity to be under one roof. Implemented new shift model and improved organisation eliminating the need of overtime resulting in an increased output from 150 to 300 picks per team with 20% fewer employees required in the warehousing team. Implemented an inbound material inspection process successfully piloted by the receiving team and rolled out by the other plants within 3 months. Co-ordinated a cross functional project to sustainably reduce transport damage costs and attributed claims across 8 carriers. Achieved a reduction of 50%. Worked collaboratively across all production areas to reduce stock taking losses of 60k€ and agree new responsibilities of defined stock locations. Successfully reduced losses in the next inventory by 8k€.

Managing a multi-site international project across sites in Germany and Holland. Responsible for ensuring completion of the last wave of the project in Germany. Successfully formulated new planning parameter strategy for a portfolio of 4,000 products for the introduction of a new ERP system. Created product families which was also adopted by our sister plant in Holland. Delivered complete ERP System implementation within 6 months

Plant Material Losses Project Manager, Belgium Driving and executing loss initiatives over 3 Business Units. Developed loss tracking reports for daily review meetings to counteract material losses and gained savings of 250k€. Facilitated workshops to identify opportunities and delivered training to staff to implement changes improving performance. Worked proactively delivering Change management on shop floor

Process Engineer, France Part of central European process team working on project to reduce coating variation and increase production capacity. Achieved 450k€ hard savings with over 420 hours of additional capacity.

Responsible for the material flow / stock management on the SAP system to ensure enough product in Brazil. Completed project on the influences on consumable products on shop floor, reducing stock on the shop floor and the influence on the extended supply chain.