Simon Gore

First car:

Favourite movie:

Hobby:

Best boss:

Recommended book:

Peugeot 205

Serprico

Retro gaming

Neil Howlett

Jesse, Bob and the Lighthouse (Own Novel)

Engagement Model Offered

Day Rate / Hourly Rate; Technical / Advisory; Project based; Interim / Contract; Full-time Transition

Suited to Organisational Types

Start-ups; Scale-ups; SME; Corporate

Simon is a Founder and Managing Director with over 30 years of experience across engineering, manufacturing, automotive, e-commerce and technology businesses. His career spans operational and engineering leadership roles with organisations including EVORENTIS, SQM, UKBIC, Amazon, Hofer, Dana and BMW.

Simon specialises in identifying what is holding a business back, improving performance and building more efficient operations. He combines technical knowledge with a people-focused approach, getting to the root of problems, bringing teams together and making sure improvements translate into real results on the ground. He has managed teams of up to 204 people and capital projects worth £32 million.

Simon’s Arena

  • Sectors: Engineering, manufacturing, automotive, e-commerce, SMEs, start-ups and joint ventures.

  • Technical focus: Mechanical engineering, lean manufacturing, process improvement, operations, asset and reliability management, and process and product integration.

  • Functional expertise: Operational leadership, manufacturing engineering, plant management, business transformation, global training, team development and performance improvement.

Superpowers

  • Identifies operational gaps, non-value-added activities and the root causes of poor performance.

  • Turns complex problems into clear improvement plans, with defined priorities, ownership and deadlines.

  • Brings engineering, manufacturing and commercial teams together to improve efficiency and delivery.

  • Coaches and influences people at all levels, from engineers and operational teams to senior leadership.

Impact in Action

  • Delivery Pipeline Improvement: Reduced delivery pipeline time from 121 to 75 days in just eight weeks by connecting sales, marketing, delivery and advisory teams, clarifying priorities and establishing clear ownership.

  • Engineering Team Performance: Improved team performance by 26% by restructuring a 17-person engineering team, clarifying responsibilities and coaching individuals to deliver.

  • Global Quality & Training: Reduced errors by 23% by working with engineers and senior leaders across different countries to strengthen training, coaching and standard ways of working.

Working Style

  • Assess: Gets to the root of problems, identifies gaps and establishes what needs to change.

  • Stabilise: Creates structure, clear priorities and ownership to bring teams and operations back on track.

  • Transform: Builds lasting improvements through practical action, coaching and team engagement.

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