Following a period of rapid growth through acquisition, the business faced increasing operational complexity across its manufacturing network. Multiple legacy information systems, an ageing asset base, inconsistent engineering capability, and historically tactical capital investment were driving reliability issues, rising maintenance costs, and variable production performance.

As Head of Asset Reliability, my role was to develop a group-wide reliability strategy that standardised maintenance practices, improved asset criticality and lifecycle management, and established a more data-driven approach to investment prioritisation.

This included aligning engineering standards across sites, strengthening capability within local teams, and creating a roadmap to improve equipment reliability, operational resilience, and long-term manufacturing efficiency.

1. Reliability is everyone’s job
2. Prioritising long-term strategy objectives whilst managing short-term challenges
3. Understanding your target audience when delivering the message