How 17 Years at Marlbrook Shaped Jamie’s Journey from Apprentice to Plant Lead

Friday, July 31, 2026

Jamie began as an Engineering Apprentice at the Marlbrook Plant in 2008 and now leads the entire factory as Plant Lead, making his 17-year journey one of the most compelling long term career stories in manufacturing at Mondelēz International and living proof that you make MDLZ better by choosing to stay, grow, and lead where it all started. Moving through roles as a Mechanical Fitter, Project Engineer, and Engineering Lead, Jamie built his leadership on flexibility, servant leadership, and a deep commitment to the people around him, helping the site reach five years without an LTA in 2026. His story shows that when Mondelēz genuinely invests in its people and someone is willing to take every opportunity, ask for help, and learn from every mistake, extraordinary careers are built from the ground up.

You’ve been with the company for 17 years, starting as a Project Engineering Manager back in 2008. How would you describe your journey to becoming a Plant Lead?

Yep, 17 years so far and it'll be 18 this September. It started with an Engineering Apprenticeship on the Maintenance team, followed by four years as a Mechanical Fitter. Getting involved in improvement projects across the site grew my knowledge and led to the Project Engineer role, which I loved. Four years of managing varied projects, from new factory floors to onsite boilers, gave me a great foundation.

The big jump came with the Engineering Lead role. SG9 to SG11 overnight, managing former colleagues, learning people leadership, finances, and long-term planning. It was tough but transformative. During that time, responsibilities like IL6S and standing in as Plant Lead helped shift the site from reactive to proactive.

Then in 2024, Andrew Bowles joined as Plant Lead. He created real space for growth, and standing in for him gave me direct exposure to the role. When Andrew left in 2026, it paved the way for a successful application into the Plant Lead position.

Marlbrook has always been home. The plant, the people, everything about it. This place is owed a lot.

What were the key milestones or turning points that shaped your development and prepared you for this leadership role?

There are four that really stand out:

1. The first would be stepping into the Engineering Lead role. That was where leadership truly began for me. It brought challenges, exposure, and the space to grow my own style.
2. But growing into that role wouldn't have been the same without Andrew Bowles joining as Plant Lead. Andrew pushed my capabilities and gave me the confidence needed to step up. Having someone who believed in what you're trying to build makes all the difference.
3. Then there was COVID, which tested everything in a completely different way. Playing a key role in delivering a safe working environment during the pandemic shaped me deeply. Every day brought unknowns and decisions that had never been made before, and that collective problem solving under pressure built something lasting.
4. And finally, embracing mistakes. They've been some of the most valuable turning points in my development. The key part is learning from them and improving next time. As a leader now, what matters most is creating a space where the team can take on challenges without fear, knowing that every stumble is just part of growing.

How has the company and the plant itself evolved during your 17 years here, and how has that influenced your growth?

The Marlbrook Plant is completely different to what it was when the journey started. Safety and quality standards have improved across the board. The evaporation process alone has gone from utilising five evaporators down to one. There's also an entirely new team since those early days, and going from being the apprentice to the one who apparently has all the answers is a real shift. The site is more focused, more engaged than ever before. Marlbrook is a real family. We look after each other and make sure we win as a site, for the site.

As for the company, it was Cadbury at the start, then Kraft, and now Mondelēz. With Mondelēz came structure, development and growth. Processes are there to support you and help you win. The business genuinely cares about its people and works hard to make sure everyone is supported and safe.

All of these influences have shaped the leader here today. Working with people, helping them grow into their potential, that's the part that matters most. And that comes directly from what this place and this company have given over the years.

What skills or experiences for your project engineering background turned out to be the most valuable in leading the entire plant?

The biggest one would be flexibility and being prepared for the unexpected. n project management, everything can be planned out, organised, ready to go, and then something comes out of nowhere and completely changes the outlook. Plant leadership is similar in many ways. There has to be an ability to adapt both short and long term plans to meet whatever changes come your way, and that mindset came directly from those years managing projects.

How do you and your team embody manufacturing excellence?

Every Plant Lead probably says they have the best team in the business, and this is no different. But what sets my team apart is the commitment to servant leadership. The focus is on supporting and growing the core team, making sure they have what they need to win.

We strive to make sure Safety and Quality is at the heart of every decision we make. If we're making a safe product to the right standard, then everything else follows. Marlbrook reached five years without a Lost Time Accidents (LTA) in 2026, and that record belongs to everyone on site. It is the result of hard work across the entire team and something we are all extremely proud of.

What accomplishment or moment in your journey makes you particularly proud when you look back on your time with the company?

Being selected to become the Plant Lead. I never imagined, when I started 18 years ago, that I would one day be running the Marlbrook factory. It was, and still is, the proudest moment of my career, as I feel truly privileged to have been chosen. I love Marlbrook and want the plant to win, and I know that with the capability we have both in the plant and in the team, this is something we can achieve.

What advice would you give to someone who wants to build a long-term, successful career in manufacturing and eventually step into a plant leadership role?

Make and take every opportunity you can. Ask for help, don't be afraid to get things wrong, get feedback, and talk to people all around you, from operators and engineers to senior leaders. Never for a minute think you know everything, and always be open to listening and learning.

With everything you've experienced and achieved here, how do you bring you make MDLZ to life?

Somebody on the shop floor recently said this is the most accessible Plant Lead has ever had, and that means everything. Accessibility is not a choice here, it is a responsibility. The role exists to make sure the production team has all the support and guidance they need to win, every single day. That is how I make MDLZ.

Believing in people and believing in what this team at Marlbrook can achieve drives everything. Investing time and effort into helping them grow, helping them enjoy their time at Mondelēz the way this journey has been enjoyed, and where possible helping them go further and do even better than what came before.