Dean
VP Operations, Cobham Defense Systems Division
As the VP Operations for Cobham Defense Systems division, I have
a great virtual team to draw on. I work closely with HR and Finance
to drive continuous improvement, change and innovation. By
combining these resources with Operations and Quality, and by
participating together in various training programmes, clear goals
are set with insightful action plans. Working in this way has
enabled us to consolidate various sites and convert ERPs.
It's all part of continues improvement - a big part of my role.
For example, in Davenport, the Engineering department wanted to
develop their knowledge base product development (modeled after the
Toyota System), which has yielded great results. As significant
projects present themselves - such as acquisitions, site
consolidations, and large bid projects - the team matures and
progresses.
To influence change or communicate corporate initiatives, you
have to persuade and convince others to change their behaviours or
processes. It's much easier to tell someone what to do and
take the responsibility for the outcome. If you're right, it's a
success, and if you're wrong, it's a failure. Either way, it's your
responsibility and you can influence change quickly.
The most exciting and challenging thing about my role is finding
the balance between corporate support and day-to-day P&L
management. You find yourself acting as the ambassador and
communicator between the Executive group and the general managers.
Achieving this balance is critical to success.