Simon Seaton

Took over as CEO in 2023 and tasked by Board to improve Financial situation of the organization. Previous years had significant losses coming out of pandemic, 2022 was an operating loss of $6.8 million. 2023 improved to a operating loss of $3.5 million including $500K in restructuring costs but with income from investments SPE made a net profit of $1.1 million. Further costs and staff reductions reduced projected loss in 2024 to <$2 .2 million operating income before investments with a… Show more

Took over as CEO in 2023 and tasked by Board to improve Financial situation of the organization. Previous years had significant losses coming out of pandemic, 2022 was an operating loss of $6.8 million. 2023 improved to a operating loss of $3.5 million including $500K in restructuring costs but with income from investments SPE made a net profit of $1.1 million. Further costs and staff reductions reduced projected loss in 2024 to <$2 .2 million operating income before investments with a plan in place to have positive operating profit before investment in 2025 of $2.9 million ensuring 2 year average operating income to be positive and allowing future investment income to be reinvested. Show less

Engaged a new data-driven, client-led strategy, revamped value proposition, sales, and marketing, presented and won approval, then evangelized the plan throughout the organization. Between 2020 and 2022 this effort delivered $400 million revenue growth, 20% EBIT growth and resulted in ~$2B total revenue (1 year faster than expectations), a decrease in SGA by 7%, increased client retention and lowered Lost Time Injuries by 50%, despite COVID-19 and operational challenges of rapid growth

The group’s largest 10-year contract was operating at a loss, and at risk of major impairment. Previous attempts to restore order failed, which tarnished the client relationship. Released the negotiation lead, reinstated service level requirements, drove improvement in safety performance, replaced two critical roles in Australia, and made additional CAPEX investments. These changes delivered enhanced results leading to a $39M AUD agreement and all prior year contract penalties waived.

The previous ME leadership team lacked gender diversity. Determined to transform the region leadership I replaced essential leadership and ex-pats with local candidates, hired a gender diverse Head of Sales, General Counsel, Head of Brand & Communications, and promoted a female Head of Marketing. This changed the ratio from 100% male leadership to 50/50 in less than 2 years, exceeding company expectations. When I became CEO of ENR worldwide I was tasked by the CPO to improve diversity with… Show more

The previous ME leadership team lacked gender diversity. Determined to transform the region leadership I replaced essential leadership and ex-pats with local candidates, hired a gender diverse Head of Sales, General Counsel, Head of Brand & Communications, and promoted a female Head of Marketing. This changed the ratio from 100% male leadership to 50/50 in less than 2 years, exceeding company expectations. When I became CEO of ENR worldwide I was tasked by the CPO to improve diversity with the goal of achieving a globally gender-diverse organization. Identified and promoted in-house HIPO female talent and recruited 2 more women to fill open roles. During the COVID restructure, replaced select positions with women of varied nationalities. This transformed the ELT into a 50/50 team, increased women in other leadership roles from 30% to 35%. Show less

After losses with global client in 2012 appointed a new Global Account Director in 2013, rebuilt relationships with client in Brazil, the UK, Singapore, Qatar, and the Philippines, and secured multiple opportunities. Due to successes in these regions, inherited the Carillion portfolio in the UK upen their collapse and drove further savings (approx. $15M pa). In 2019 Global RFP Sodexo won $150M pa of contracts with increased profit margins, transforming Sodexo from 4th in 2012 to 1st in market… Show more

After losses with global client in 2012 appointed a new Global Account Director in 2013, rebuilt relationships with client in Brazil, the UK, Singapore, Qatar, and the Philippines, and secured multiple opportunities. Due to successes in these regions, inherited the Carillion portfolio in the UK upen their collapse and drove further savings (approx. $15M pa). In 2019 Global RFP Sodexo won $150M pa of contracts with increased profit margins, transforming Sodexo from 4th in 2012 to 1st in market share with the client Show less

After a $20M loss on a previous $175M agreement with PEMEX, contracting the drilling rigs was identified as a significant risk. Tasked to win and execute an “Alliance” concept to share resources and reduce risk. Led the Engineering team to address all affected product lines and service providers to enable competitive pricing. Navigated language barriers to craft and submit a business case, built a team to facilitate, and worked with multifunctional leaders in execution. This secured the first… Show more

After a $20M loss on a previous $175M agreement with PEMEX, contracting the drilling rigs was identified as a significant risk. Tasked to win and execute an “Alliance” concept to share resources and reduce risk. Led the Engineering team to address all affected product lines and service providers to enable competitive pricing. Navigated language barriers to craft and submit a business case, built a team to facilitate, and worked with multifunctional leaders in execution. This secured the first win of the $683M Alliance II deal with PEMEX. Show less

As part of the rollout of Baroid Surface Solutions, determined that acquiring technology companies would expedite growth faster than R&D. Built business cases, led multi-country due diligence, and negotiations to acquire SupaVac technology from ITS Drilling Services in UK and RVD technology in USA. These acquisitions led to faster penetration of the environmental services sector with a reduced CAPEX investment.

Charged by the SVP to decide to grow or divest the division. Spent the first year analyzing the market, locations, teams, and suppliers, and decided to expand into environmental services. Over the following 3 years, developed a business case, led the development of the brand, strategy, concepts, and identified technology and signed partnerships. This business grew from 4 to 12 countries and penetrated the waste management sector with revenues exceeding $200M at margins of 20%. Signed a major… Show more

Charged by the SVP to decide to grow or divest the division. Spent the first year analyzing the market, locations, teams, and suppliers, and decided to expand into environmental services. Over the following 3 years, developed a business case, led the development of the brand, strategy, concepts, and identified technology and signed partnerships. This business grew from 4 to 12 countries and penetrated the waste management sector with revenues exceeding $200M at margins of 20%. Signed a major contract in Balikpapan, Indonesia that was recognized in 2007 by World Oil as the HSE project of the year. Show less