Tim Hayter

MBA, BSc(Hons), CEng., FIMechE, FRAeS


Tim’s business background is that of a deeply experienced international engineering CEO/COO with a wealth of operational expertise, strategy and M&A in both developed and emerging markets involving complex multi-site and multi-country activity operating under both listed and private/PE ownership.  He has a record of substantially improving business performance as a member of Main, Executive and JV Board teams.  Furthermore, having lived and worked abroad for over a decade in the USA, Asia, Germany, France and The Netherlands, he is adept at understanding cultural differences and can converse in French and Italian.


Initially an undergraduate trainee with Rolls-Royce plc, he stayed with the company undertaking increasingly more demanding roles. He then financed himself through an MBA course at the London Business School, after which he joined Dynacast International and became a P&L accountable General Manager in 1991.  Further promotions included being Regional General Manager, and subsequently Group Strategy Director on the Main Board in 1997 to 2001 during the plc sale to private equity.


Thereafter, his career appointments were: COO, and Main Board, of Chemring Group plc until 2005; COO of Hampson Industries plc until 2007; CEO of Thermal Ceramics Division within Morgan Advanced Materials plc until 2010; CEO and Main Board of Reaction Engines from 2012 to 2013; and from 2013 President of Fokker Elmo and member of the Executive Board of Fokker Technologies B.V. when he was a key participant in the successful €706m private equity sale to GKN plc in 2016. Tim, who is an adviser to the PE industry, joined the Board of ETL in December 2017; he is Chairman of Envirofusion Ltd.


Expertise & Achievements


  • Multiple and diverse Board and Executive level experiences as Divisional CEO, Group COO and JVs.

  • Extensive operating experience, strategy and M&A in both developed and emerging markets; complex multi-site/multi-country operations; listed & private/PE ownership.

  • Proven track record of engineering manufacturing business performance improvement and turnarounds.

  • Implementation of lean manufacturing and throughput concepts to drive margin improvements.

  • Optimising factory footprints.

  • Significant global experience of developing successful strategies in different environments, sectors and cultures.

  • Adept at understanding cultural differences and adapting motivational skills accordingly.

  • Safety critical and regulated industries (including aerospace, defence, explosives).

  • Building high performance teams and generally giving an edge to a business where it is lacking; energetic and challenging approach … with a lot of nous.