Richard Todd

Business owner of RJ Todd Consulting - (SIRET 814 834 503 00025) "At the heart of all your business consultancy and training requirements". www.rjtoddconsulting.com Key competencies: Interim Management, Procurement and Business Consulting and Training Purchasing category strategy development Procurement organisational structures Procurement processes and cost modelling Negotiation tactics and techniques Supplier workshops SRM (supplier relationship management) Sustainable purchasing principles Risk management Coaching and developing leaders Main Customers: Babcock Aviation, Paris Valtus Interim Management, Paris By.O Group, Paris (AirFranceKLM, Faurecia, Sogefi, E Motors, Idemia, Daher, Andros, Bel, EMotors, ....) Kedge Business School (Orange, Thales....) Ceran Group, Paris (Vinci, Hilti, Servier, Dassault, Safran, Thales..) Helmsley Fraser (MBDA, Phillip Morris....) H&Z Munich (Siemens, Hapag-Lloyd..) Synedrion, Singapore INSEEC, Paris Beyond Performance (Coaching...) ESLSCA Business school, Paris CKS Consulting , Paris (TOTAL M&S) www.rjtoddconsulting.com Limited availability in 2025 for missions upon request in Europe, China and USA

Confidential mission supporting the Procurement and Supply chain functions within an leading manufacturer in the Defence Sector.

Varous roles: Interim Group Procurement Director - Specialized Equipment Procurement bid consultant for defence projects in France,Uk and Canada. Mergers & acquisitions/ sell off support High level negotiations with suppliers involved in Civil and Military Aviation projects.

Danfoss engineers technologies that enable the world of tomorrow to do more with less. We meet the growing need for infrastructure, food supply, energy efficiency and climate-friendly solutions. Danfoss employs 24000 people and serves customers in over 100 countries with net sales circa 5 billion euros. Upon joining Danfoss, I established category management concepts, organisation and processes together with the Senior management team. My position as Senior Category Director had responsibility for the procurement of mechanical parts across all Danfoss divisions internationally. Purchase scope circa 600 Me with a team of 5 Category Directors and 25 Regional Category Managers. My scope increased with the integration of spend from recent acquisitions as part of Danfoss profitable growth strategy (Sauer Danfoss, SMA, Vacon...). My category team significantly contributed to achieving the best ever purchasing performance seen in Danfoss for consecutive years (2013 & 2014).

Responsible for global acquisitions, risk management and sustainable procurement for Faurecia Automotive Seating.

Applied a radical change in purchasing organisation through Group centralisation. After the successful implementation of the new organisation in South Europe, my scope of responsibility was extended to cover all of Europe and a co-ordination role with North/South America and China organisations. Direct reports – 3 commodity managers and 10 buyers. Annual spend of 400 million euros in Europe.

Annual production purchase spend of 240 Million Euros (plastic) / 95 million euros (metal) and responsible for an internationally based team of Commodity Buyers (France, UK, Germany, Spain and Mexico) working globally across all programmes and customer divisions. I spent the first 15 months of this detachment from the UK successfully establishing the Plastic parts commodity team (6 direct reports) and vendor list. I was allocated the same task for Metal commodity in October 2002.

Annual production purchase budget of £ 30 million and a global automotive supplier base. I was also responsible for non-production spend. 4 direct reports.

Annual purchase budget of £10 million and a European supplier base of 130 suppliers. Items procured ranged from raw material to large plastic injection mouldings

This function combined the roles of Engineering, Expediting and Purchasing. I managed U.K and European suppliers over the Arlanda, Nightstock and GWR contracts

Company type: - Rail rolling stock manufacture (TGV and Tramway applications) Responsibilities: - Define the new JIT contracts and methodology - Negotiation and implementation of JIT delivery contracts with key suppliers. Major achievements: - Successfully renegotiated all contracts and implemented new supply chain process.

Company type: - Rail rolling stock manufacture (Eurostar and Metro applications) Responsibilities: - Project management of suppliers of systems and component parts - Technical assistance and advice to suppliers during design, production & testing phases - Witness to all testing formalities and quality sign off for first parts produced - Respect of project timeline Major achievements: - Suppliers under my management delivered on time and to specification - Autonomous working environment based mainly at suppliers premises - I covered the whole of the UK and some suppliers in Europe.