Contact details

Nigel Vaughan
Managing Director

m 07702 285444

Wootton Acre
Wilverley Road
Hants BH25 5TX
t 01425 621311

Linkedin Profile

Vaughan Management Solutions Limited
Registered address:
237 Commercial Road, Poole, Dorset BH14 0HU
Registered in England: 4833568










Vaughan Management Solutions Limited Registered address: 237 Commercial Road, Poole, Dorset BH14 0HU Registered in England: 4833568

Curriculum Vitae for Nigel Vaughan

Focused on creating shareholder value & driving growth in businesses through developing new strategies & enhancing operational effectiveness.   Widely experienced in mentoring key executives, based on a significant personal track record of success:       

Over thirty years of international Board level experience (UK plc, US multinational, investor backed enterprise & a private German group) in both an executive & non-executive capacity.   
Success in both large & small companies, including substantially growing companies within the plc sector and building an early stage business that was sold for $100M after 7 years.   
Significant skills in growing companies internationally, building teams, making acquisitions and implementing change management so as to maximise shareholder value.   
Hands-on experience in all disciplines & team development allows rapid contribution to new and complex situations, plus ensure that key projects are delivered on time and to budget.

Non-Executive Career
Board Advisory Roles: October 2003 to date

  • Chairman of leading-edge semiconductor Design Company ( operating internationally (teams across Europe, China, Israel & USA), attracting US corporate partner.
  • Non-Executive Director of international technology company (
  • Advising Boards (both private and plc) on business and strategic development to maximise shareholder value, typically retained by 3 or 4 companies at a time (e.g.
  • Advisory Board member, regional accountancy & professional services company (
  • NED for 3 years on the Board of John Heathcoat & Company (Holdings) Limited, a highly successful, 200-year-old textile manufacturing group (
  • NED on the Board of Lamina Dielectrics Limited for 7 years, originally appointed by 3i Group plc to represent their interests ( }
  • Retained advisor on business & strategic development, e.g. chair of working group developing options for the next growth phase of an international institute (
  • Mentor on internationally recognised high growth businesses programme (
  • Advising institutional investors regarding potential acquisitions and / or investments.   

Added value

  • Guided a business whose growth had stalled into profitably growing almost sevenfold in three years.
  • Significantly contributed to the transformation of a client company by helping it to re-engineer all of its business processes and re-direct its market focus.
  • Transformed the international business development processes of a plc, providing a sound platform for international growth based on strategic account management.
  • Developed a series of business plans to provide executive teams with a clear direction and key implementation actions, plus comprehensive investment rationale for growth funding.
  • Resolved serious Board and Shareholder disputes, organising share buy-backs, Board restructuring and enabling the company to return its focus to its core business activities.
  • Lighter touch advice to a wide range of businesses in diverse sectors where being able to tap into my significant international business experience helped the team resolve key issues.
  • Rapidly assessed the strategic options for a plc who were under shareholder pressure to make a decision about the future of a subsidiary.
  • Assessed an acquisition target for a major Private Equity firm by examining the business model, market, team and likely development potential, resulting agreement not to proceed.

Executive Career   
Krohne (German Group): UK Managing Director – July 1998 to September 2003

  • Scenario:
    Private, German, process control group, UK one of 4 R&D / manufacturing “centres of excellence”.
  • High degree of autonomy to address major, long term problems.

  • Defined strategy, translated into outstanding new products via best practice development processes.
  • Cost reduction & product improvements, plus cellular production and outsourcing.
  • Defined financial and task orientated targets (e.g. levels of customer service).
  • Restructured management and recruited key managers (Finance & Production).
  • Significant sales to Japan & USA, including 3rd party branding of Krohne products.
  • Sales doubled in 2003 alone, with gross margins and profits significantly increased.
  • Delivery times down from 14 weeks to 3, at 98% on-time performance.
  • Best practice installed in Research & Development, Manufacturing & Administration.
  • New ERP system implemented.
  • Sifam (Private Company): Managing Director – Nov. 1991 to June 1998 Scenario:
  • Shareholders: 70% institutional, 15% founding family & 15% management options.
  • Business: Fibre Optics, Meters and Moulding.
  • Lack of strategy & management skills meant Sifam had drifted.   In the 2 years prior to my joining, core product sales halved & no new products were developed. Losses were high & morale low.  

  • After 1 year, Sifam was profitable & an excellent management team built.
  • Plastics became UK’s technological leader in multi-shot moulding.  Embryonic fibre optics business sales growth accelerated rapidly.
  • Increased profits facilitated 3 acquisitions and a new factory.
  • I proposed that each business be divested individually and a Finance Director be recruited to implement the exit programme as the incumbent wished to retire.
  • My recommendation was accepted, the FD recruited & corporate advisors appointed.   The exit plan was completed in 18 months, allowing me to exercise my share options.
  • When I joined, Sifam’s value was <£1M, with no recovery prospects.   I accepted the challenge.   The final exit realised £70M.             

 Racal: (UK PLC) – 1982 to 1991

  • Sales & Marketing Director, Racal Recorders Ltd - August 1982 to August 1985
  • Sales & Marketing Director, Racal Instrumentation - August ‘85 to October ‘91
  • From break-even to one of the highest net R.O.S. in the Racal Group.       

Gould UK (subsidiary of US Corporation) – 1972 to 1982

  • Sales & Marketing Director     1.5 yrs 
  • Product Manager                       1.0 yr
  • Sales Engineer                          1.0 yr    
  • Production Manager                  3.5 yrs
  • Electronic Engineer                   3.0 yrs
Vaughan Management Solutions Limited. Significant company turnaround, acquisition and change management skills,developed over 20 years at Board level.Hands-on experience in all disciplines and team development allows rapid contribution to new and complex situations, plus ability to deliver results on time and to budget.

Acquisition & Divestment
Business Growth
Business Strategy
Operational Optimisation
Investor & shareholder relationships