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Pipehawk plc

Pipehawk plc. Annual General Meeting 9 th December 2010. Nick Field - MD. Progress and Achievements Strategy Next Steps. Progress To Date. Sales / Business Development Grown our client base to include 4 new customers

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Pipehawk plc

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  1. Pipehawk plc Annual General Meeting 9th December 2010

  2. Nick Field - MD • Progress and Achievements • Strategy • Next Steps

  3. Progress To Date • Sales / Business Development • Grown our client base to include 4 new customers • Increased substantially our quotation quota. Quotations generate orders ! • Recruited a Business Development Manager to grow our consultancy and product business • Opened our client industries to automotive and rail sectors • Expanded our Consultancy business from 1 to 4 placements • Won and delivered projects with much potential for repeat orders • Moved our project business to far higher contribution • Explored product idea’s with a view to manufacture at QM or offshore (volume dependant) • Continued to develop opportunities with PERA • Established a specialism in electric vehicles based on our extensive knowledge in high power systems • First consultant role now in place with a leading academy. • Quoted a number of service contracts that will form the roots of our service business.

  4. Progress To Date • Operations • Extensive reorganisation of business to align to client base and strategy • Driven out substantial cost and inefficiency through reorganisation and re work of systems • Recruited a senior manager to drive forward our special projects business unit • Recruited two new engineers to strengthen our systems capability • Re-skilled our business with the right skills to deliver a diverse range of turnkey solutions • Successfully delivered a number of turnkey projects to an expanding client base • Opened a new facility in Worcester to provide us with space and tools to undertake much larger projects • Established relationships with off shore manufacturing companies • Expanded our manufacturing capability in Worcester • Recruited skills to fulfil our contractual obligations

  5. How ? • How do we achieve our targets ? • Diversification (Industries and Services) • Increased customer base (focused in automotive, rail, aerospace, pharmaceutical and military) • Blend organic growth and later strategic acquisition • Focus on key strengths (electronics, mechanics and software) • Balanced, controlled risk by blending • Special Projects • Consultancy and Service • Products

  6. Strategic Goals • Projects • Focused on our core skills to control risk • Test and ATE based systems • Vision systems • Component inspection systems • RF systems • High power, power distribution and power management • Special purpose machining systems (Rapid feed and cut) • Robotic assembly and test systems • Focusing on our core skills controls and minimises risk associated with special projects, maximises profit and customer retainment. • Retains QM’s technical edge.

  7. Strategic Goals • Consultancy focused on real customer needs • Project Management • Project Health Checks • Production of RFQs • Project Engineering • Business & product strategy development • Development & manufacturing methods • Diagnostic strategy & solutions • Quality systems • Parts & logistics operations • Engineering Services focused on today’s customer needs • Diagnostic software and applications authoring • Manufacturing production and test systems • ECU and Vehicle architecture design • Electric vehicle systems • Test and simulation • Validation • Off-site Engineering

  8. Strategic Goals • Products • Develop our own and customer specific products in the fields of • Electrical and electronic test • Programming • Mechanical and electronic special tools • Low volume control units • High power management • QM and customer branded products • Target lower volume (10 – 10,000) to avoid main stream and highly cost competitive markets • Increased added value / profit • Less competition • Less sensitive / appealing to low cost (off shore) manufacturing territories • Retention of IP • On higher volumes retain design and control but consider sub contract to low cost manufacturing territories

  9. Next Steps • Sales / Business Development • To establish our first service contracts • To recruit two Field Sales Engineers for projects • Grow our consultancy business unit to 8 engineers by end FY (opportunities exist – need to find people) • Continue to expand our client base – target 2-3 new clients each quarter. • Develop our product business 1-2 new products by end FY • Identify and consider possible acquisition • Develop our specialism in electric / hybrid vehicles, design and simulation • Improve our marketing for existing products e.g PERA

  10. Next Steps • Operations • Recruitment of a Controls Engineer • Recruitment of skills to fulfil opportunities within consultancy • Exploring the potential to bring two existing Worcester facilities under one roof • Reduce costs, increase economies • Provide more manufacturing space • Enable a small machine shop in house • Recruitment of Field Service Engineer • To fulfil service contracts • Provide a valuable lead in to potential opportunities • Improve our customer support • Review our in source / outsource policies

  11. Adien Limited Bob Tallentire – MD • The market place • Opportunities • Outlook

  12. The Market Place • Fragmented industry • Competitors • Numbers • Results • Very competitive • Emphasis on cost saving through innovation

  13. The Market Place • Private Housebuilders • Construction • 3rd December 2010 - "It is very clear that the economy cannot rely on a major contribution from construction going forward."

  14. Opportunities • Infrastructure projects • “Infrastructure is the sector predicted to be the strongest over the next five-year forecast period, with an annual average growth rate of 8.5% between 2010 and 2014”

  15. Outlook • Fragmented industry must consolidate • Infrastructure projects going ahead but least cost solutions needed • Innovative cost saving products required – e-Spott

  16. Dr Richard Chignell e-Safe Development

  17. e-Safe Background • Low Cost GPR Safety Tool to allow Unskilled Operators to check for Obstructions prior to Excavation Higher Volume Product requiring PipeHawk plc to have a Marketing/Sales Partner Late 2009 Discussions were held with a Number of Potential Partners All expressed interest but wanted to see more progress particularly in the User Interface

  18. e-Safe Development Goals Achieved • Detailed Cost Exercise shows that the Cost Requirements are achievable Early versions of the necessary Software have been demonstrated running without a PC The Software necessary to realise the User Interface is defined and tested and is being ported to the Hardware for Field Evaluation Plan to resume Partner Discussions in 2011

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