David Watts - COO, Alaa For Industry (AFI)

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Work Background

Alaa For Industry (AFI)COO

Feb. 2024Dammam, Eastern, Saudi ArabiaBrought on board by the Board of Directors to strategically align our manufacturing and supply chain operations with both short-term and medium-term objectives. This role encompasses a comprehensive evaluation of manpower and strategic planning for existing manufacturing processes, with a strong emphasis on development and lean optimization. Key responsibilities include method evaluation and the introduction of new CAPEX initiatives aimed at doubling manufacturing output through targeted investments and reorganization. This approach focuses on process optimization and embedding quality into every stage of production. Additionally, I am spearheading supply chain optimization efforts to strengthen centralized warehousing for enhanced control, streamline supplier relationships, and implement logistics mapping to reduce costs and minimize inventory levels. A critical aspect of my role involves exploring other areas of the addressable market to expand our product portfolio with complementary offerings. Furthermore, I am driving deeper integration between our Engineering and Quality Teams to ensure all departments are aligned with the overarching company objectives.

INNtegraCOO

Feb. 2019 - Feb. 2024Riyadh, Saudi ArabiaI was brought in by the Board to develop local manufacturing In-Kingdom. A vertically integrated Contract Manufacturing powerhouse emerged leading Teams for Business Development Team, Sales, Marketing, Engineering, and Operations encompassing in-house design, full-service manufacturing including precision multiprocess CNC machining, laser cladding additive manufacturing, gear manufacture, engineered fabrications, welding TIG, MIG, robots, vacuum heat treatment, grinding, Manufacturing and Quality Management strategy and execution for ISO9001, AS9100, Metallurgy, Metrology and NDT laboratory, aimed at serving the needs of the local and regional precision engineering markets. The following are the highlights of the value that I bring to the organisation; • Formulated and executed a comprehensive marketing plan, developed a high-impact website, and devised a sales strategy Road Map, effectively engaging the top 60 customers across various industries. • Conducted in-depth sector and market analysis, pinpointing a lucrative niche for OEM/MRO Contract Manufacturing in the GCC area. • Developed and executed a detailed Road Map encompassing factory layout, supply chain optimization, quality management system and staffing. • Planning selection and execution of procurement for cutting-edge manufacturing equipment, optimizing capabilities for precision machining and engineered fabrications. • Devised a growth strategy and manufacturing plan, facilitating strategic expansion into diverse industries, including Oil & Gas, Defense, Aerospace, and more. • Devised and initiated a targeted Recruitment Plan, fostering internal training initiatives to significantly enhanced organizational capabilities and allow future growth of local talent. • Directed the factory installation of all manufacturing equipment in an extremely challenging environment, enabling fully scalable production for CNC machining, heat treatment, and engineered fabrications.

Pan Gulf Valves (PGV)Plant and Operations Manager

Nov. 2017 - Jan. 2019Al-Dammam Governorate, Saudi ArabiaAs the leader spearheading comprehensive plant operations, I orchestrated transformative initiatives to elevate productivity, enhance business performance, and refine product strategies tailored to the oil, gas, and water industries. My role encompassed the restructuring and streamlining of operations across design, technical functions, project management, procurement, CNC precision machining, logistics, and quality assurance within Saudi Arabia and GCC markets. The following were the highlights of the value that I brought to the organisation; • Implemented strategic operational functions and designed procedures to optimize customer service, meeting and exceeding delivery performance targets. • Successfully restructured the management team, introducing new hires and departmental structures that streamlined business processes to reduce order to cash cycle. • Formulated a comprehensive sourcing plan aligned with the product strategy, delivering a strategic roadmap that spurred operational growth and achieved material savings ranging between 25% to 40% • Achieved a 25% reduction in material costs through optimized product design, coupled with targeted resourcing, and achieved projected savings to $300K over three years in Quality Management System costs by enhancing internal management capability. • Elevated quality standards by aligning with API600, API6D, and APIQ1, reinforcing quality assurance practices, and advancing the order management function to administer end-to-end customer orders effectively.

Severe Service Valve IncVP Engineering and Operations

Jan. 2012 - Nov. 2017GlobalAs the leader overseeing product portfolio management, supply chain structuring, and end-to-end customer, manufacturing, and product services, I played a pivotal role in ensuring seamless operations. Specializing in the production of top-quality severe service API6A, API6D, API16C, Metal Seat Ball, and Control Valves, my leadership extended across Oil and Gas, Refining, Petrochemical, Coal Gasification, Mining, Polycrystalline, and Power industries, managing cross-functional teams and directing complete engineering operations. The following were the highlights of the value that I bring to the organisation; ◦ Spearheaded the establishment of a new manufacturing facility in Houston, overseeing the implementation of IT systems and entry-level ERP systems, specifying internal design, equipment, and process layout. ◦ Formulated a strategic plan targeting second-tier customers for Frac Valves, resulting in securing new USA business worth $2M in the first year. ◦ Developed three core product lines through product rationalization, including prototypes for innovative patented products, enhancing the company's market position and diversifying offerings. ◦ Successfully prepared the company for API auditing, leading to the attainment of certifications for API6A, APIQ1, ISO9001, and T29001. ◦ Identified market opportunities and increased sales through technical presentations, particularly for Frac, Flowback, and Choke Manifolds, Trees, and severe service Metal Seat Ball Valves. ◦ Confirmed the design, layout, and construction for a USA factory, sized to deliver a $50M capacity of sales, minimizing investment, and achieved API6A, APIQ1, ISO9001 certifications within a remarkable 6-month startup period.

FUCHS LubricantsCOO / Managing Director Operations

Aug. 2010 - Jan. 2012ChinaAs the COO/Managing Director Operations of Fuchs China, I had the direct P&L responsibility for the end to end supply chain operating two lubricant blending and filling plants (Shanghai and Yingkou) with departments for operations, purchasing, logistics, technical, R&D, product management, applications and distributor retail sales and customer service. My role included budget and P&L accountability, overseeing manufacturing operations, and managing a dynamic team across various functions. The following were the highlights of the value that I bring to the organisation; ◦ Led a $170M budget for manufacturing various products, including metalworking fluids, hydraulic oils, engine oil, auto transmission oils, corrosion preventatives, and greases ◦ Restructured the supply chain, reducing suppliers by 50%, implementing pricing mechanisms, and developing rolling forecasts to enhance cost efficiency. ◦ Conducted a data-driven Logistics Mapping exercise, resulting in the reduction of distribution centers from 8 to 3. Implemented a restocking strategy that cut logistics costs by an impressive 30%. ◦ Achieved 80% WIP savings and 20% labor cost reductions, along with a 25% increase in throughput within 12 months by setting and achieving exceptional optimization targets. ◦ Implemented an MRP system, barcoding, and automated stock management, improving FIFO inventory control, management of slow-moving stock, and reducing book-in time by 75%. ◦ Improved effectiveness between various departments through enhanced systems and meeting structures, improving On-Time-In-Full (OTIF by 12% within 12 months. ◦ Implemented ISO14001 and 18001 through the upgrade of existing facilities and instituted monthly formal audits with a point scoring and reward system. ◦ Introduced 8D problem-solving techniques, improving root cause analysis and achieving a 100% closeout of corrective and preventative actions monthly.

Spirax Sarco Engineering (China) LtdOperations Manager

Aug. 1995 - Aug. 2010Shanghai, ChinaFrom the inception of a greenfield startup site to the establishment of full-scale operations, I played a pivotal role in building two factories, establishing the Asia headquarters, and leading high-performing teams to excellence. My responsibilities included budget management, P&L accountability, and overseeing end-to-end manufacturing operations for a facility in China. I led a team of five managers and 65 employees, ensuring seamless operations across order processing, purchasing, manufacturing, quality control, and distribution. The following were the highlights of the value that I bring to the organisation; ◦ Initiated a China group sourcing strategy, resulting in a substantial cost-saving of $2M in group material purchases within the first year. ◦ Implemented ISO9001, DFT SMED, FPY, and 5S using a cascading action strategy, supporting annual sales growth of 20% to 30% year over year, reaching an impressive $110M. Structured the supply chain, optimized processes, layouts, and introduced lean practices. ◦ Achieved significant improvements in operational metrics within twelve months: product availability increased from 70% to 95%, FPY increased from 95% to 98%, and on-time delivery performance improved from 95% to 97%. ◦ Designed and implemented new procedures to enhance process control, cycle times, capability, and repeatability. This resulted in a remarkable 40% increase in machine tool life and a 20% boost in machine utilization. ◦ Enhanced material flow by 25% and increased storage density by an impressive 50%, driving efficiency and reducing operational bottlenecks.

Spirax SarcoProduction Engineer CNC Coordinator

Jan. 1988 - Aug. 1995CheltenhamProject leader for the implementation of new CNC machines to replace conventional machines. Justification of investment payback, method selection, tooling and fixture design, CNC programming and final prove out of work cells. Machines included a range of 4 Axis HMC's, 3+3 Axis CNC Turnmills, Barfeed CNC.

DowtyProduction Engineer

Sep. 1984 - Jul. 1988Cheltenham, England, United KingdomAs part of the Dowty Group - Hydraulics Division. Preparing process plans, tooling selection, fixture designs. CNC programming for CNC lathes, VMC, HMC. Troubleshooting production processes and improving productivity on a range of hydraulic gear pumps, gear machining, high precision servo valves and accessories.

DowtyTechnician Engineering Apprentice

Sep. 1980 - Aug. 1984Cheltenham, England, United KingdomTechnician Apprenticeship combining first year basic training + 3 years of placements at Dowty Rotol around a structured apprenticeship program covering engineering design, materials technology, machining, heat treatment, surface coating and quality control within aerospace hydraulics, propellers, undercarriage, flight controls and high precision environments.