Ian Heptinstall

Experience

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  Imperial Chemical Industries (ICI)

  Aug 1985 - Feb 1993

  Various

  Range of engineering positions, based on both manufacturing sites (Cheshire & France), and HQ office locations (Cheshire & Manchester):Project Manager (UK, France, Belgium)Maintenance EngineerPiping EngineerProject Engineer.Before starting full-time work with ICI I was sponsored by them through my engineering degree. This gave me a pre-university year of experience on Huddersfield manufacturing site, and summer vacation work experience in Switzerland, Manchester and Cheshire. Show less

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  Zeneca (after ICI demerger)

  Aug 1993 - Aug 1996

  Project Manager & Procurement Manager

  ICI split into two independent companies in 1993. Although I stayed in the same role, my employer changed from ICI to Zeneca.I initially worked as a project manager, leading projects in NW and NE UK, and supporting projects in Belgium.I then moved to the role of Engineering Purchasing Manager, working on strategic procurement initiatives aligned to major projects and engineering assets.

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  Eutech (ICI)

  Aug 1996 - Feb 2000

  Project Manager & Business Development Manager

  Eutech was a subsidiary of ICI (since sold to ABB). It provided professional & engineering support services to the process industries.Initially I worked on Teesside in the UK, leading a small team of project managers. From 1997-1999 I lead an engagement with client Rohm & Haas to deliver a plant upgrade projects that was one of the first UK projects to use the project alliance (IPD) form of collaborative contracting.As a senior project consultant I delivered smaller engagements involving updating and delivering ICI's internal project management training course, and coaching and skills validation for a petrochemical company's in-house project managers.In late 1999 I moved to the Cheshire office, working as a business development manager, and managing a major office move for Eutech. Show less

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  GSK

  Feb 2000 - Sept 2001

  Engineering Procurement Manager

  I joined Glaxo Wellcome in 2000 into the role of Sourcing Group Manager - overseeing engineering procurement for GW's 4 main manufacturing sites for active pharmaceutical ingredients.When GW merged with SmithKline Beecham in December 2000, I was moved to a new global procurement team. My new role was much less interesting and a step down in responsibility, so I left. One of those things when large companies merge!

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  REL Consultancy Group

  Jul 2002 - Sept 2004

  Project Manager

  Worked on a range of assignments, delivering significant working capital and procurement improvements to clients. Joined as senior consultant, promoted to project manager in 2003 leading assignment team. Worked in US, Europe & UK for retail, manufacturing, FM and steel sectors. Helped develop procurement practice IP

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  NG Bailey

  Sept 2004 - Sept 2010

  Director of Supply Chain

  2007-2010: Group-wide role, accountable for team of ca. 70 staff, 11 direct reports, and a spend of £350-450M pa across materials, equipment and sub-contract services. Major re-structure in 2007-8 included recruiting 9 new team members into senior roles. Over £30M of savings during this period. Won UK National Training Award in 2007 for company skills development programme 2005-7.2004-7: Head of Procurement in the largest division, representing over 85% of the Group. This was a new role at the time, with indirect responsibility for distributed team of 50, and direct management of small team of 3. Agreed strategic plan with board and implemented agreed actions. Show less

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  PMMS Consulting Group

  Jan 2011 - Jul 2015

  PMMS rebranded as ArcBlue in April 2015.Established new business unit in Middle East in January 2013. As well as providing our traditional services of consulting, advisory and coaching in procurement and supply chain management, we work in partnership with the Chartered Institute of Purchasing & Supply to deliver training and development programmes in the region. We are CIPS MENA's sole-source provider of training expertise, with a growing local-based team supplemented by ArcBlue's global team. I act as CIPS Head of Learning & Development for the MENA region.Working to extend the reach of our radical approach to managing major capital/construction projects, to deliver faster projects with a significant increase in client ROI, whilst at the same time allowing contractors and suppliers to make money.Founded in 1978 as PMMS, ArcBlue is one of the largest and longest established specialist procurement and supply chain consultancies. Our consultants - all experienced professionals before joining the group - work all over the world helping organisations to improve the value added by their supply chains, from a single training course or coaching assignment, to complete organisational review and major change programmes. Show less Advisor, coach and trainer to clients worldwide, helping them to improve their procurement practices and skills. Developer of a radical approach to managing major capital/construction projects which can deliver significant increase in client ROI, whilst at the same time allowing contractors and suppliers to improve their profitability.PMMS is one of the largest and longest established specialist procurement and supply chain consultancies. We work all over the world helping organisations to improve the value added by their supply chains, from a single training course to complete organisational review and major change programmes. Show less

  • MD ArcBlue MIddle East

    Jan 2013 - Jul 2015

  • Consultant

    Jan 2011 - Dec 2012
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  ArcBlue

  Jul 2015 - Aug 2017

  Supporting the development of procurement teams and leaders through coaching, advisory services, and training. Leadership of the development of knowledge and customer offerings across the group, along with delivering across our range of client engagements.Member of the global leadership team.

  • Senior Consultant

    Aug 2016 - Aug 2017

  • Director of Product & Knowledge

    Jul 2015 - Jul 2016
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  Breakthrough Project Management

  Jan 2016 - now

  Author, The Executive Guide to Breakthrough Project Management

  Breakthrough Project Management is our prescription for managing major capex and construction projects. It overcomes the difficulties in delivering projects by using improved approaches to planning, execution management and project procurement. Breakthrough Project Management is described in my book, The Executive Guide to Breakthrough Project Management, co-authored with Robert Bolton. Published in August 2016, we wrote the book to because we found that the proven innovations that underpin our approach, were virtual unknown among those working in capex and construction projects.www.BreakthroughProjectManagement.com Show less

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  Www.ianheptinstall.com

  Aug 2016 - now

  Consultant, Coach & Advisor

  Consultancy and support to teams implementing Breakthrough Project Management and developing procurement and SCM capability. From May 2019, I have only limited capacity for independent work outside of my university commitments.www.ianheptinstall.com

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  Association for Project Management

  Mar 2018 - now

  Committee Member - Contracts & Procurement Special Interest Group

  Volunteer member of the C&P SIG. Contributing to knowledge sharing and development. Co-chair 2020-21.

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  H&Z Management Consulting

  May 2018 - May 2019

  Senior Expert

  Supporting h&z consulting projects with expertise in procurement and supply chain management.

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  University of Birmingham

  May 2019 - now

  Associate Professor in Project Management

  Based in the School of Chemical Engineering, I teach project management on the Masters in Industrial Project Management programme, as well as to ChemEng undergraduates and postgraduates.

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  Birmingham Business School

  Oct 2023 - now

  Doctoral Researcher

  Looking into projects and project organisations, to better understand why some management approaches become popular whilst others don't. How much evidence do we actually have that the more common approaches actually have the impact we hope they do? In fact how do we gather evidence when projects can take years or decades, and be subject to so many variables and influences?