Fixing complex problems and creating profitable business units.
Tomcio: ‘Not like McKinsey or PWC’, ‘Thomas is not a typical MBA consultant.’
Tomcio is operated by Thomas Hattersley, an experienced industrialist, with an exceptional network of like-minded and seasoned professionals, directors and senior leaders. We have successfully navigated and overcome formidable challenges throughout our diverse careers.
Through our extensive observations of numerous companies, a recurring challenge surfaces in the realms of daily performance enhancement and change implementation—a challenge that we adeptly address every day.
Solve a problem your team isn’t able to solve.
Senior leaders often face frustration amid a lack of transformative progress, while middle managers contend with teams lacking the necessary capacity for improvement. This deadlock continues until an outside influence, such as myself, intervenes. Explore my success stories or enquire for more information, including the opportunity to speak with one of my satisfied customers.
Data you want to see flow through a business unit.
Data always tells a story. The graph below shows a transformation from a badly-performing site, which ranked at the bottom of the group’s monthly stats, into the leader in On Time Delivery. Same people, plant and systems. If you’re curious about the secret to their success, then get in touch.
My customers answered these questions to improve performance.
- What are your challenges and why haven’t they been resolved?
- What is your team’s true capacity and capability to improve performance?
- What will be the benefit to the organisation if the challenges are resolved?
Siemens
“I like to say I grew up at Siemens, it’s where my passion for how things are made came from – particularly how they could be made quicker and better.
I spent 14 years in total at Siemens, from an Apprentice to a member of the Senior Management Team, I learnt how to improve processes in what eventually became one of Siemens’ most innovate factories in the world.
Sure, they paid for my Engineering Apprenticeship, Six Sigma training, MBA and leadership development programmes in the deep, dark woods in Germany, but what I learnt on our journey from potentially being closed and relocate to China to a world class profitable business in Cheshire can not be learnt in a class room!
The greatest results achieved here was to reduce lead-times from 4 weeks to 66 minutes, whilst reducing inventory and increasing OTD to 97.53%.
The project was only 18 months long, but I was 14 years in the making to understand how this could really be achieved…” – Thomas Hattersley
McCarthy & Stone
“At McCarthy & Stone – a major national home builder – I worked directly with the development director and the regional teams which saved over £10M in build cost reduction, which McKinsey couldn’t deliver. While some consultants prefer to work on a more conceptual footing, my experience on the shop floor means I am often called in for a more hands-on approach. After McKinsey came up with some conceptual savings, I was the one who got into the nuts and bolts within the business to deliver those improvements and savings.” – Thomas Hattersley
“I have dealt with a multitude of consultants before, but Thomas was the only one who offered real support, rather than ticking boxes and taking the money. He genuinely equipped me to deal with everything I needed to successfully deliver the improvements we needed to deliver. To this day, I still refer to his advice.”
Matt Richardson – Group Development Director, McCarthy and Stone
Airbus
“At Airbus, I successfully mastered the challenging world of aircraft painting, transforming it from what many considered a ‘black art’ into a streamlined process with exceptional colour control, boasting a CPk > 1.33. This achievement resulted in substantial cost savings of €1.6M, even when dealing with the notoriously difficult EasyJet Orange paint. It’s worth noting that I embarked on this journey at just 25 years old, with no prior knowledge of the process and within a unionised paint-shop environment.” – Thomas Hattersley
“Thomas became known in the boardroom as the ‘acceptable face of manufacturing.’ He went beyond the technical aspects of the role and masterfully bridged the gap between the program directors and the shop floor, effectively communicating the intricate details of our improvement program and, most notably, gaining buy-in from our valued shop floor staff. He demonstrated a unique ability to facilitate dialogue and to open people’s eyes to new ideas.”
John Gillbanks – Head of Single Aisle Programme
Renold
“I’m an experienced interim MD who raised On Time Delivery from 65% to 94% in an underperforming factory, all with the same people, plant, and systems. When issues arise at the board level and the shop floor faces frustration, I dive into the operation, work alongside the team daily, and empower them to turn around their own performance.” – Thomas Hattersley
“Thomas is honest, approachable and is great with people. He really gets involved and is open, so everyone takes to him and trusts him. He has a holistic approach and improves things by understanding the complete system. When he worked with us, he left us a more engaged workforce and management team, more accountability and improved a lot of other metrics which simply would not have happened without him.”
Adam Worsley – Group Managing Director, Renold PLC
Siemens, Hewland & Renold
I have a track record of successful new ERP and CRM system implementations and have the ability to repair ‘broken’ ERP systems without altering the system itself.
I understand the importance of data integrity and process compliance, as seen by my achievements in ISO 9001, 14001, 18001
I recognise that systems are only as effective as the information they receive. My expertise spans various platforms, including Infor, Salesforce, SAP, and others.
“Thomas has a great ability to build rapport with others which helps him to communicate with the business users, the technical team members, and management alike to help navigate the challenges faced in implementing an ERP system. He can lead people, weather they report to him or not, which helps to get data cleaned, processes understood and documentation requirements clear.“
Sarah Cobb – Group Business Systems Director, Renold PLC
DMU BS & MMU BS
“My success is a product of great leadership mentors who exemplified success. I hold an MBA from Manchester Metropolitan University Business School (MMU), and my post-graduation dissertation on Siemens Value Stream Implementation achieved the highest result in the history of the business school. This recognition led to a regular guest lecturing role where I shared insights on the Siemens improvement project with students. Subsequently, I was invited to develop and teach modules for MBA and MSc programs at De Montfort University, focusing on Business Change Management theory and practical applications.” – Thomas Hattersley
“Thomas wasn’t just an outstanding MBA student who achieved a Distinction; he also extended his commitment by providing ongoing mentorship and support to students for many years. His unique approach went beyond traditional lecturing – he acted as a mentor, fostering engaging discussions about how theoretical concepts from papers and textbooks manifest in the real world of industry.”
David Petty – MBA Programme Director, MMU
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