How I can help
Four ways to work together
Interim & Contract
Direct operational capacity
You need someone who can walk in, read the live position quickly, understand the commercial risk, and lead from day one. Not a process review. Not a report. A functioning GM or Programme Director who gets to grips with your business in days, not weeks.
Roles: Interim General Manager · Programme Director · Project Director
Advisory — EPD Engineering Solutions
Commercial control for engineering businesses
For directors of UK engineering and fabrication businesses where margin is being lost through structural and commercial problems. The order book is full. The business looks busy. But profit is not landing where it should, and decisions queue behind you.
Delivered through EPD Engineering Solutions Ltd
Turnkey Engineering
Turnkey engineering. Designed, sourced, and delivered.
For clients who need something built without the overhead of managing it internally. Fabricated structures, mezzanine floors, conveyors, architectural metalwork, and bespoke mechanical systems. One point of contact from scope definition through to handover. Scope defined before anything moves.
Engineering Surveys and Reports
Structured technical assessment with engineering analysis.
For businesses that need to know the true condition of their equipment. End of life assessments, mechanical and structural surveys, FEA analysis, and documented findings with clear recommendations. The kind of report a maintenance manager or operations director can act on.
Background
From apprentice fabricator to General Manager
I started on the shop floor as an apprentice fabricator. Over 25 years I moved through every level of engineering operations — from technical roles into project management, programme leadership, and eventually General Manager with full P&L accountability.
That progression matters. I understand how a fabrication shop runs, how a fixed-price job gets quoted, where scope change enters the picture, and what happens to margin when handover between sales and engineering is not tight. I have been in those conversations at every level.
Full backgroundEngineering operations, from shop floor to GM
Accountability at General Manager level
Operational from day one — no runway required
Fixed-price, bespoke, and programme work
The real problem
Busy but not profitable.
You know the feeling.
Why is the order book full but margin not landing?
Profit leaks from bespoke and fixed-price work when handover, change control, job costing, and live commercial management are not tight. The jobs are there. The money is not.
Why does everything queue behind you?
When the director is the bottleneck, the business looks busy but does not scale. Decisions wait. Scope changes get absorbed. The business depends on one person for too much.
What does a fixed-price job losing money actually look like?
It looks like a correctly quoted job that was handed over without a proper cost plan, where scope changed three times without a variation order, and where no one had live visibility of where the job stood commercially until it was too late.