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JOHN HENDERSON

PERSONAL PROFILE An electronic engineering professional with considerable experience in managing teams within complex R&D and manufacturing environments. Has a clear focus on the quality aspects of both design and manufacture and the subtle relationship and interplay between them. A strong interactive people manager with a history of successful management of a range of team profiles. Professional management of change within a business environment by ensuring that teams are properly synchronised to the needs of the corporate program. High personal value placed on honesty and integrity in the workplace.

CAPABILITIES

• Team / Organisational Management: Has managed a large variety of team types (assemblers, hardware and software design, physicists) to ensure program and project outcomes are achieved and within budget. Performance assessment, mentoring and training are implicit elements of the management approach. Works hard, through a personal approach, to ensure that issues arising are always carefully addressed.

• Quality Perspective: With a UK defence contracting background, understands the interplay and impact of quality in both the design and manufacturing areas from supply chain issues, R&D testing through to end-of-line testing and shipment. Involvement with ISO 9001 accreditation in Australia via Standards Australia.

• Change Management: Provides attention to detail to ensure that change is professionally managed from each team’s perspective. Allows personnel to be involved in terms of the corporate impact of the change.

• Interpersonal & communication: An ability to work effectively across all levels of an organisation under a matrix structure, while proactively managing the expectations of senior stakeholders.

• Budget Driven: Has a clear understanding of the cost driven nature of development work as well as product manufacturing in order to ensure that fiscal boundaries are clear to all concerned. Proven ability to manage costs within a budget controlled framework.

• Technical Acumen: Proven ability to interpret and understand new design concepts quickly and to adapt to new situations and requirements. Understands the interplay between hardware and software elements of a design approach so that program outcomes can be achieved as required.

• Project Management: Strong understanding of all the critical elements of a program that must come together to allow a project to be on time and within budget.

CAREER SUMMARY

ResMed – Sydney Product Validation Engineer………………………………………………………………………………………..04/2014 – 06/2014

Memjet - Sydney VP North Ryde Manufacturing and Engineering Services………………………………………………………05/2012 – 02/2013

Silverbrook Research - Sydney VP North Ryde Manufacturing and Engineering Services………………………………………………………05/2005 – 03/2012

Silverbrook Research - Sydney Manufacturing Development Manager…………………………………………………………………………….02/2001 – 05/2005

Vircom - Sydney Project Manager……………………………………………………………………………………………………..02/2000 – 01/2001

S|E|E Corporation - Perth Development Manager………………………………………………………………………………………………12/1997 – 10/1999

Prior Roles:

Magellan Group / Magellan Technology, Perth, General Manager, Development Manager.

ERG Electronics, Perth, Operations Manager.

Glenhaven, NSW Mobile: 0438 160 256 Email: jon-alex@bigpond.com

LinkedIn Profile: https://www.linkedin.com/pub/john-henderson/3/a83/211

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Unilab Telecommunications, Perth, Manufacturing Manager / Operations Manager / Quality Manager.

Ferranti Computer Systems, Manchester, UK, Senior Systems Engineer.

Plessey, Nottingham, UK, Graduate engineer.

BUSINESS EXPERIENCE

Memjet North Ryde Pty Ltd - SYDNEY VP North Ryde Manufacturing and Engineering Services 05/2012 – 02/2013 Transfer of ownership and management from Silverbrook Research to Memjet, occurred between 28/3/12 and 8/5/12, with some redundancies applied. Responsibilities

� Continuation of the same responsibilities as had been in place at Silverbrook Research (see below). Key Achievements

� Participated in a LEAN Product Development program – goal being to fast track development times, by reduction of side-issue time wastage. Delivered a printed image test system, on time, to a large wide format printer company using these techniques.

� Change Management – surrounding the transition from Silverbrook to Memjet.

On-going transitional changes resulted in a further 30% redundancy action in February 2013.

Silverbrook Research Pty Ltd - SYDNEY VP North Ryde Manufacturing and Engineering Services 05/2005 – 03/2012 Manufacturing Development Manager 02/2001 – 05/2005

Responsibilities

� Team management: Responsible for the management of the Manufacturing, Failure Analysis, Reliability and Applied Systems Group (ASG) teams. These teams were regarded as “service providers” to the rest of the organisation. Nonetheless, these teams had a direct impact on program outcomes. Manufacturing team management also covered the management of the maintenance team as well as the Manufacturing Engineering teams. The teams were made up of all levels of personnel from operators to doctorates.

� Recruitment: Interview and recruitment of a large number of personnel, ranging from very highly qualified scientific personnel to machine operators. Interviewed almost all of the personnel in these teams. Silverbrook placed a lot of emphasis on ensuring it only recruited personnel of the very highest calibre.

� Performance Appraisal: Responsibility for the formal appraisal of personnel in all teams from the top down.

� Operations: Adopted the necessary strategic approach and tactical implementation to ensure that personnel and procedures were in place to make sure ordered assemblies were manufactured on time at the required quantity.

� Budgeting: Annual budgets developed for each of the teams and provided ongoing budgetary management and maintenance.

Key Achievements

� Cleanroom: Establishment of a robust Cleanroom-centric printhead manufacturing operation. The Cleanroom was designed as an FDR Class 10K facility, however a Class 1K level of operation was achieved, through daily monitoring and proactive communication, in order to minimise, as far as possible, printhead contamination. Introduction of a 5S system to improve Cleanroom efficiency so that tools and fixtures needed for a particular process were always where they were supposed to be for that process.

� Second Shift: Created a second shift to manage the line output needed during the qualification program prior to line shipment to Taiwan. After line shipment – created a Golden Line strategy to build a number of baseline parts each week to help mitigate production issues that might surface at the HV plant in Taiwan.

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� Line Qualification: Managed the successful conclusion of the manufacturing line qualification program to allow the line to be successfully shipped to the high volume partner, ASE in Taiwan.

� Maintenance: Establishment of a maintenance methodology to ensure continued product output. This involved a full assessment of part MTBF so that a cost-managed and correct spares set could be pulled together.

� Risk Management: The urgent establishment of a formal risk assessment procedure for any and all machine/equipment changes inside and outside of the Cleanroom. This was introduced because of a very bad incident within the Cleanroom, where a machine was irreversibly damaged through incorrect operating procedure.

� Team Interaction: The development of formal processes for interaction with the design and manufacturing teams.

� Change management: Initiated a formal change management process, so that all accepted design changes could be properly tracked. Used the in-house issue tracking system with a custom workflow.

� Company Growth: Key player in the growth of the company from 20+ employees through to 500+

Vircom Pty Ltd - SYDNEY Project Manager 02/2000 – 01/2001

Responsibilities

� Why Vircom: Offered bridging role with a Magellan Technology venture capital partner in Sydney. I undertook various tasks related to the Phone Bill analysis tool (OnTrac) they had on the market as well as helping with the start-up of a new desk phone design program.

Key Achievements

� Design Team Liaison: Better interaction with the design team for OnTrac, who were based in Perth.

S|E|E Corporation Limited - PERTH Development Manager 12/1997 – 10/1999

S|E|E (pronounced “see”) Corporation was a small, high technology, public unlisted start-up company. Incorporated in 1995, the commercial goal of the company was to become a world leader in explosive detection technology through eventual sales into the postal package and airline passenger luggage scanning market sectors.

Responsibilities � Strategic Decision Making: Assessment of complex technical programs to match the available

technical resource and likely commercial viability. That is, the initial task was to guide the company as to which of its core technologies should be continued – namely either Explosive Detection using NQR, or Ground Penetrating Radar. Personal research into both concluded that NQR is what the company should stay with for explosive detection – and to drop the Ground Penetrating Radar system, which the company was also working on. The Managing Director accepted this very strategic recommendation.

� Funding Management: Assist in acquisition of R&D Start Grant from the Federal Government and ongoing management thereof. Submission of second Federal Govt. R&D Start proposal to Dept. of Industry Science and Resources. Both required to help program funding.

� Patent Review: Gauge which aspects of the technology could be patented and then initiated interaction with a Patent Attorney.

� Business Management: Hiring business management consultants to assist in corporate strategy development.

� Replacement: Secured a physicist Doctorate from Stanford University, USA, as own replacement Development Manager when personal decision made to go to Sydney.

� General Management: CEO based in Sydney, therefore aspects of a general management nature also had to be addressed.

Key Achievements � Consultancy: Merit assessment of offshore technical consultancy arrangement after visiting their

Kaliningrad facility in Russia. � Proof of Concept: Fast track development of pivotal Proof of Concept explosive detection device used

as a platform for further investment. � Resources: Ongoing assessment and management of the very highly skilled resources (Australian and

Russian physicists) necessary for the project.

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� Project Complexity: Managing a project where the core concepts were based on a very complex physics phenomenon, i.e. NQR, considered to be well outside the normal scope of engineering experience.

� Technical Management: Managing technical progress within an environment of erratic early funding. � Risk management: The NQR development work involved interacting with actual military explosive

materials (RDX, PETN etc.). Process guidelines developed around safe handling of military explosives.

Magellan Group Ltd - PERTH General Manager 07/1992 – 10/1997

Responsibilities � Development Manager (aka “Project Manager”) for a multi-million dollar ($17 million) RFID development

program in conjunction with Deutsch Aerospace (DASA). � General Manager responsibilities included budgeting, forecasting, sales and marketing.

Key Achievements � RFID Project: Establishment of the complete project team infrastructure required to expedite the project

from concept to pre-production prototype stage. � RFID Project: Management of the development of the technical data package for eventual transfer to

DASA, Germany. � RFID Project: Development of a complete Proof of Concept RFID system to permit the continuing

engagement of DASA, Germany. � RFID Project: Delivery of complete and functional pre-production prototype systems to DASA in

Germany to facilitate their in-house systems testing. � RFID Project: Full exposure of in-house design methodologies to DASA review and approval. � Post GM Appointment: - � Cash Flow: Establishment of accurate and meaningful financial cash flows for the board of directors. � Marketing: Re-establishing a local marketing presence for the company, which had been allowed to

decline. � Database: Instituting and maintaining a company-wide client database on Lotus Organiser. � Turnover: Achievement of the same turnover in FY96/97 as for the previous year with half the staff. � Grant Submission: Submission of grant application for AusIndustry R&D Start assistance. � Wind Down: Management of the complete business wind-down process – when owners decided to sell

or close down. Secure buyers found for the more substantial corporate assets; established auction of remaining asset base. Involved directly in discussion with potential business buyers.

EDUCATIONAL BACKGROUND

B. Eng (Hons) Electrical and Electronic Engineering, University of Bradford, UK.

PROFESSIONAL

Member of the Institute of Engineering and Technology (was IEE)

PERSONAL DETAILS

Interests: Motorcycles, Photography and Computers.

REFERENCES

Available on request. LinkedIn references viewable at: https://www.linkedin.com/pub/john-henderson/3/a83/211