I began my career on the shop floor, completing a five-year advanced apprenticeship in electrical-mechanical engineering at Nissan Motor Manufacturing in Sunderland. Working directly on production equipment, diagnosing faults, and modifying PLCs gave me an early understanding of how people, processes, and technology interact to keep operations running smoothly. Those years taught me the value of practical problem-solving and attention to detail, lessons I carry through every leadership decision I make.
After that, I moved into technical engineering roles with ATS Global and Technip Umbilical Systems. Supporting industrial IT, machine tools, and PLC control systems on-site at clients like Rolls Royce, and a short assignment in Houston, exposed me to complex operations and international collaboration. I learned how structured processes and technical clarity make high-stakes engineering delivery possible, and how to support teams while ensuring systems perform reliably.
I later returned to Nissan, progressing into new model project engineering, leading upgrades for high-volume automotive production. I managed projects from specification to commissioning, coordinated contractors, and delivered facility modifications for new vehicle models, all while maintaining operational continuity. It was here I realised that engineering leadership is as much about people and process as it is about machines.
Moving into a lead role at Formica Limited, I combined maintenance leadership with automation and energy projects. Developing a site-wide SCADA system that integrated 16 production assets and over 500 process variables improved efficiency and reduced downtime. Optimising press and boiler heat control cut natural gas usage by 50% during a period of rising energy costs. I also delivered a £5M solar PV proposal, modelling savings, ROI, and integration requirements. These projects were tangible wins, but more importantly, they taught me how to embed structured engineering standards and build capable, confident teams.
Controls and automation became a core focus at HAHN Automation Group, where I led a 17-strong engineering team delivering high-value OEM machinery projects. I oversaw full project lifecycles, ensured functional safety and CE compliance, and provided hands-on PLC support. Leading this department taught me how to align technical delivery with commercial and client expectations, while mentoring engineers and embedding repeatable, reliable processes.
During a planned period of personal leave, I founded Tyne Automation, offering senior control systems advisory, digitalisation strategy, and technical leadership support. The principle behind it was simple: making sure the job was done right. While the company is no longer trading, the experience allowed me to focus on structured delivery, standards, and advisory work, providing context for the approach I take in senior engineering leadership roles.
I returned to full-time senior engineering leadership at Primula Ltd, overseeing multi-disciplined teams, capital projects, and reliability programmes. I'm introducing professional registration pathways for all engineering staff, embedding capability development and accountability into the team culture. My focus is on improving performance, reliability, and standards while ensuring engineering contributes as a strategic business driver.
Across my career, I have consistently sought to combine hands-on technical expertise with structured leadership. Whether modernising ageing assets, embedding engineering standards, or delivering multi-million-pound projects, I focus on results that benefit both the business and the people delivering it.
Everything I do is guided by a simple principle: making sure the job is done right.
Contact: [email protected]
EUR ING Mark Burn CEng MIET