Locke Gilmour

Practical Business Improvements

In my role as Business Agility Coach at PBI, I partner directly with clients to embed sustainable improvement through Lean and Agile methodologies. I focus on enabling behavioural and cultural change, building internal capability, and extending business agility across organisations.

I have delivered complex, high-impact transformation projects across the Energy and FMCG sectors, with experience working in diverse environments including production factories, corporate offices, and offshore platforms.

Key Responsibilities & Achievements:
- Facilitate Kaizen Events, Value Stream Mapping sessions, and Agile workshops across operational and support functions.
- Support cultural transformation, visual management rollouts, and daily performance routines to build Continuous Improvement capability.
- Co-designed and led the accreditation of two international training programmes: Lean Practitioner (SCQF Level 7) and Business Transformation (SCQF Level 9), delivered across the UK and internationally.

Highlighted Projects:

FMCG Food Manufacturing Client:
•	£877k/year saving through production giveaway (yield) improvements
•	£480k/year reduction in factory waste
•	£171k/year saved through optimised pallet movements
•	Stage & Gate process implemented for NPD
•	Contributed to the client’s most profitable years in over a century

Oil & Gas Offshore (North Sea):
•	35%+ increase in stock accuracy through 5S/stock check campaigns
•	£1.35M in stock returned to circulation
•	£390k in corrected stock directly impacting planned work
•	39 improvement opportunities identified in material management

Oil & Gas Onshore:
•	Reduced break-in hours to Maintenance Plan
•	40 hours/week saved via offshore transfer of Work Preparation
•	Reinstated Technical Assistance role, freeing up 30% of time
•	8% time reduction for Material Controllers via improved processes

Business Agility Coach

I joined PBI as a Lean Coach during the pandemic, transitioning straight from university into a hands-on role focused on business improvement and internal capability building.

My first year involved an intensive training programme covering Lean and Agile methodologies, including Workplace Organisation (5S), Campaign Rooms, Daily Huddles, Kaizen Events, Visual Management, and Agile workshop design. I quickly progressed from internal training to supporting live client delivery.

I contributed to the digitisation of PBI’s delivery model, transforming previously in-person workshops and coaching sessions into fully remote formats. This shift increased client reach and flexibility, especially for geographically dispersed teams.

In this role, I supported the early delivery of Kaizen Events and improvement workshops, applying structured problem-solving and Lean tools to identify and remove waste, enhance team communication, and build a culture of continuous improvement.

Lean Coach

Impactara Ltd

Alongside working for PBI, I also work for one of their partnered companies, Impactara Ltd, on a part-time basis. Impactara is made up of Improvement Coaches who have a passion for helping purpose-led organisations. Over the past year, I have used my training in Lean and Agile ways of working to help Social Enterprises, Charities and Community Interest Companies improve their business in a variety of ways. 

It has been an especially rewarding experience working with a wide range of businesses as doing some work on a pro-bono or pay-it-forward model means everyone has the opportunity to benefit from the services.

Improvement Coach

I’m a Business Agility Coach with five years’ experience working across start-ups, SMEs, and global organisations in the energy, manufacturing, and production sectors. My passion is helping teams find better, smarter ways of working through Lean, Agile, and continuous improvement methods—whether that means streamlining processes, cutting waste, or boosting engagement.

I’ve seen first-hand how meaningful transformation can be, most notably helping Walkers Shortbread achieve significant cost savings and guiding TotalEnergies to optimise their offshore operations. Beyond the numbers, what truly motivates me is seeing people feel empowered to experiment, adapt, and celebrate their successes together.

Professionally, I hold a Master’s degree in Oil and Gas Enterprise Management (Distinction and ‘Best Student’) from the University of Aberdeen, and I’m a certified Lean Six Sigma Black Belt. My focus on continuous improvement extends to my own development—I’m always on the lookout for new learning opportunities to keep pace with industry developments.

If you’d like to connect or explore how Lean and Agile could help your organisation, feel free to drop me a message here or email me at locke.gilmour@pbi-ltd.co.uk. 

I’m always keen to share ideas and help teams discover what’s possible when people work together towards a common goal.

I have since progressed my role within PBI to Business Agility Coach. The role involves working directly with clients on a day-to-day basis, applying the principles of agile development through the use of proven frameworks and methodologies to issues highlighted by the client. Behavioural and cultural change is the long-term goal here, extending the ‘business agility mindset’ across an entire organisation.

Over the past few years, I’ve been lucky enough to work with multinational clients on a number of interesting and varied projects in work environments varying from offices to offshore platforms to production factories! These first-hand experiences have been invaluable to my development within the Business Improvement industry.

I've been able to use this experience, coupled with my own personal development surrounding Lean & Agile methodologies, to improve Workplace Organisation, Visual Management, Employee Engagement and help build a culture of Continuous Improvement across several businesses and industries.

Sample projects delivered:

- Offshore 5S / Stock Check Events: Lead Coach facilitating multiple offshore events offshore on North Sea assets. Improvements included; increase in stock accuracy of 35%+, £1.35M value of stock returned to circulation both on- and offshore, £390k corrected stock directly impacting planned work and 39 opportunities surrounding material management process identified and defined for suggested improvements.

- Shortbread Production: Improvements focussed on Factory Waste, Giveaway, Production Throughput & Labelling.

- Offshore Operational (Maintenance) Planning: Co-facilitated large event with 17 Off- & Onshore personnel. Facilitated the delivery of a reduction in break-in hours to Maintenance Plan, 40 hours saved per week through transfer of Work Preparation to Offshore Team, Re-introduction of previous Technical Assistance role to gain back 30% of time focused on non-technical responsibilities.

Peter Stewart

Director and Business Agility Coach at PBI

I joined PBI at the invitation of Gary Downs the MD. Gary and I have known each other for over 35 years and have worked together in various business endeavours for over 15 of those years. 
My role as Operations Manger is a combination of managing the team behind the scenes and client facing deployment activity.
The PBI Team have are a hand-picked bunch, experienced and highly motivated so the management of them is very light touch. The COVID situation has however changed things quite significantly for PBI both internally in relation to the way we operate and in client facing deployments. We have had to evolve our processes to accommodate higher levels of remote / cross regional working. Although we have experience delivering Value Stream Maps, Kaizens and Campaign Rooms with some participants not in the room. The switch to 100% remote was a challenge but one we responded to very quickly. We have developed our methods to accommodate the changing world.
My initial deployment with PBI was with the BP’s Clair Ridge in support of the 2019 Campaign. The objective  of the 2019 campaign was to lift performance to another level using lean and agile working methods. The Campaign exceeded all goals with: HSE Zero Reportable Injuries, achieved a 24% increase on plan with Cumulative Productivity highest on record.
My second deployment was the CGLP Project in Baku which required the implementation of a cross-regional Campaign Room and various improvement work-shops,
I learned during this period that regardless of how good and professional the team you’re working with, there’s always room to improve and don’t underestimate the extent of that improvement. I also reminded myself that despite the new environment that the tolls work anywhere if applied correctly and with the appropriate rigor.

Operations Manager & Continuous Improvement Coach

Grapevine

Business Advisor

Sustainable Business Improvement Ltd

Continuous improvement and Leadership coach focusing on lean and agile ways of working.

Director

Cocoon Environmental Safety Ltd.

Myself and my business partner acquired KMS Ltd in 2004 with a view to diversifying the business. In 2004 we established Cocoon Environmental Safety Ltd to focus on Water Treatment within the commercial sector, specialising in the use of specific products. I headed this part of the business and established a client base within the Housing Association sector. 

During this period we completed a Best practice Environmental Option study for a Nuclear Industry client and conducted product trials within the Oil & Gas industry in Canada.

Volopa

My involvement in Volopa was initially as an investor in a start-up but I quickly found the requirement to undertake the role of Operations Director. This was my first involvement with financial technology / fintech and it was a steep learning curve, as the company was and FCA regulated company. The IT developmental phases were delivered using SCRUM frameworks and Lean and Agile ways of working in general.

During this period I managed the operational development of the organisation to deliver leading foreign exchange bank to bank and payment card services and multi-currency pre-paid MasterCard for international travellers and for business branded MasterCard products. 
During my time in Volopa I found myself challenged considerably, particularly with investors whilst managing a complect and evolving operation. It all came together in the end and the company continues to evolve into something rather special. 

The company re-located from Glasgow to London and the team had grown in strength considerably. I therefore decide it was time to bow-out and get back to my core skills within Continuous Improvement.

Director Of Operations

Compaq Computer Corporation

I started in Compaq as a Production Manager but was quickly promoted to Operations Manager of the Server Division. I had full responsibility for delivery, quality and cost with my responsibilities including Engineering. 

I was responsible for the initial implementation of a Continuous Improvement Team, operating across all the divisions within the plant. Although the concept was not new to Compaq, the speed and pace at which we implemented change was. A full-time team was established and continued to deliver Kaizen events and major projects including set-up reduction, cellular manufacturing, cycle time reduction and other CI initiatives.

I was deployed to the USA New Jersey in a trouble shooting capacity and Leadership Coach to assist with a site supplying the UPS. This was a difficult period as there was resistance to change and from what was perceived as out-side interference. I learned that although my direct and no-nonsense approach delivered results, that taking everyone with you on the journey is as important. The quality and out-put issues were completely resolved within a 2 month period. 

I left Compaq soon after the HP buy-over to take up the challenge of running my own businesses.

Operations Manager

Donprint

I joined Donprint as an Operations Manager to establish a department for screen printing and was given a budget and a free reign to purchase the equipment and facilitate training for all the staff from the out-set. 

I utilised my full Lean skill-set in setting out the processes and used Value Stream Mapping and Kaizen events to build the foundations. I implemented a cellular process with strict manufacture to order and zero WIP Levels. All set-up’s were optimised across all processes. We quickly broke into the market and were supplying tha major Computer Manufacturers Compaq and IBM.

I learned that my skill’s were indeed transferable and that my Lean Manufacturing background was a considerable advantage. I left as I was invited to apply for a job I just couldn’t refuse.

McGavigan Limited

I rejoined McGavigans Automotive Products and was quickly part of our transition from conventional to cellular manufacturing. I then managed Business Unit’s supplying parts for Audi and Ford as well as a few other large players. I was responsible for end to end delivery, cost and quality. 

By this time, we were operating fully in a Lean environment with Kaizen and other improvements work-shops used to drive out waste and improve processes in general. I used set-up reduction methodology on many occasions to target manufacturing processes. I continued to learn quickly and develop my skill-set with Visual Management and War Room’s becoming part of daily life. At that time our Production Director called it his Sunrise Meeting as it was held first thing in the morning.
McGavigan’s manufacturing excellence was recognised nationally and internationally at that time and I was proud to be part of that excellent team.

I left as I was offered a position in another organisation who were looking to set-up industrial label printing using Screen Process for the Computer Industry. The blank canvas was too good to resist.

Business Unit Manager

British Army

I left civilian life for something more exciting and got it, I joined the Parachute Regiment and quickly learned a whole lot about myself, people in general and what can be achieved when the chips are down. 
When I think back to that period what strikes me is the fact that the key skills learned were completely transferable to civilian life. Skills relating to people, motivation and that fact that there’s no replacement or substitute for being fully prepared, the 7P’s apply to everything in life, you’d need to ask me what that means if you don’t happen to know. 

I left because I was more of a home bird that I realised and missed that and my family more than I expected and wasn’t sure it was a life that suited a married man.

Soldier

I joined McGavigan’s straight from school and served a 3 year apprenticeship as a Screen Process Printer. At that time the company was just becoming involved in Automotive products, I was privileged to be part of that exciting journey. We became the biggest supplier of printed speedometers tachometers and gauges in general for the automotive industry world-wide. 
I was initiated into Lean Manufacturing by the Nissan and Toyota Supplier Development Teams and was quickly running my own events as a junior Manager. I manged the Print Department almost straight from becoming fully qualified due to my training ability on new equipment. McGavigan’s was an excellent place to work and learn and was a sound base for my career. I left looking for something more exciting and a complete career change.

Production Manager

The older I get the more I value honestly and integrity, people who give an honest account of themselves and their situation. Isn’t that always the best way to start a conversation?

As for me, I did okay at school but didn’t really apply myself fully, it wasn’t until I started work than I got serious, completely focused on being good, being efficient at whatever I was asked to do. As an Apprentice Printing Technician my education started in the photographic and stencil department. I was quickly getting through a day’s work with time to spare, so asked “what do I do when I’m finished”, the Manager shrugged his shoulders and said, just sweep-up and keep the place clean. I spent so much time doing that, they called me Sweep! I’ve been called a lot worse since.

I’ve always been focused on the here and now, never planning a career path or working towards the next move. That’s not really been a conscious decision it’s just the way it is, I get passionate about the job, the journey and that seems to serve me well. I haven’t applied for a job since my first one when I was 16 years old, I've always been invited. 

My personality suits my profession, I do like a nice process, for data and logic to be applied to situations. All stacked up and thought through nicely. It still baffles me when others ignore the data and make uninformed decisions! Even people who should know better and their number appears to be growing, or am I becoming a little more critical, there’s a thought! 

Always the fit guy in the crowd, accustomed to saying to my friends, “if fitness is important to you, you’ll find the time.” Now I’m struggling to find the time much to their amusement. I do still make an effort but the endurance stuff I used to do will probably stay in the past.  I do have some nice war stories about those days though. 

I do love my dogs and currently have three Frenchies who keep us busy almost all of the time. Like most things in life, “you get out what you put in” and I get lots from them. They teach me as much as I teach them. Dogs can tell us all a little about trust and how to earn it, there’s no fooling them.

Over the years my sense of humour has landed me in trouble, I take after my mother and just can’t resist lobbing in a comment or finding something particularly funny and losing it and I mean completely losing it. That’s a burden worth bearing, all things considered 😊

That's my story, what's yours?



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The Battle

Locke Gilmour

Peter Stewart

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