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management/operations
Angeliki, Strategy Coordinator, Strategy & Business Development, John Crane HQ. MSc Bioengineering Imperial College, London
When I graduated from Imperial College with a MSc in Engineering I never thought I would find myself living and working in Tokyo. Being part of a truly global team helping to build the biggest oil refining plant in the world for one of the largest oil companies in existence. And all this, 6 months into my job! That is the world of John Crane and Smiths Group. Fast paced, international, dynamic.
I joined John Crane, the Specialty Engineering Division of Smiths a few months after my graduation as a Graduate trainee. The first few months I was working on different projects in various departments in order for me to experience all aspects and functions of the company, from operations to HR to Sales. This approach gave me a very good understanding of the company and the business we are in and helped me to make the decision to join the department of International Projects as a Global Project Engineer.
In International Projects I was given the first opportunity in my career to develop the skills of project management, relationship building, influencing, negotiating, travelling and to be part of something unique and groundbreaking.
In John Crane and Smiths Group we believe in challenging ourselves and continuously improving so at the end of the project I was asked to be part of the newly created Strategy team, a visionary, future-shaping function of John Crane. With this also came the opportunity to join the Smiths Graduate Development Programme, now called Horizons. Strategy and its implementation phase have been challenging at times but not as challenging as some parts of this development programme. One of the tasks we had to do was to repair a simulated sinking ship in near freezing waters!
On this programme we learn to work with colleagues from other Smiths divisions on thought provoking projects and we learn about who we are and how we can grow to achieve our full potential.
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