Amp Group are key solution providers to the Ministry of Defence Maritime and Estates agencies through both BAE Systems and Babcock Marine. Specialising in strategic procurement and supply chain management with expertise in tail spend on complex packages to everyday items.We also work in the Aerospace and the Oil and Gas industries where our proficiency with Balistic / Arc Curtains is also utilised.

• One of two Account Directors for this London, Fleet Street based company and based in North Fife.• My role within the Scottish region was initially to stabilise an unsteady ship after a large internal structure change and redundancy exercise within the Oil and Gas industry team. As a positive, supportive leader, I achieved this with relative ease and won the trust of my newly inherited team.• Developing the “Get, Grow, Keep” sales formula for the Scottish Market.• Achieving stability from 98% of our current clients was accomplished by working collaboratively on current service offering and actual delivery.• Subsequently driving an internal change programme to ensure all KPI’s and SLA’s were not only met but exceeded.• Renegotiation of contracts with emphasis on added value, financial certainty and contract duration• Having full financial responsibility for clients such as Ineos, Total, BP, Ithaca Energy and Walter Scott has been key in allowing organic growth within these £7.2m accounts which again has provided a steady financial platform whilst we moved into the next phase of targeting new business. • Identifying and evaluating potential new business whilst fostering successful relationships with new and existing clients.

• One of four Divisional Heads reporting direct to the MD and based in North Fife.• Achieving successful profit and loss reporting for the portfolio of clients within the Ministry of Defence, Royal Air force and Army sites throughout Great Britain and Northern Ireland coupled together with our Oil and Gas industry sites for Total and BP in Aberdeen, which also had full all trades and project teams based there.• Execution of the daily hard facilities management operational needs through the dedicated site management teams. • Retaining and growing £9M accounts within the Managed Services Division through my six direct reports of five Operational Managers and one Senior Commercial Manager along with 68 indirect reports. Achieved whilst also leading our Edinburgh based Housing Division for a nine month period until a new Divisional Head was recruited.• Achieving £5.3M of organic growth through the MOD account alone, increasing from two sites to nine in a twenty-four-month period whilst also securing substantial contract extensions for both BP and Total into 2020.• Increasing not only Hard FM and reactive tasks but also highly profitable Project Works.• Being a natural relationship manager and having an excellent reputation for honesty, along with my ability to communicate, influence and guide was instrumental in our client success and business growth.

• On Site Project Lead for this full front of house, restaurant, lift lobby, banqueting and conference wing and all 304 bedrooms refurbishment project as well as landscaping and an external upgrade to all areas. • Commuting to London Monday – Thursday to coordinate and manage the full all trades “hard and soft” refurbishment of the iconic Marriott Regents Park Hotel for Marriott International.• Liaising with the design team, client and project teams to achieve the agreed milestones required within this £20m refurbishment. • Full financial responsibility, engaging vendors within tight financial constraints and maximising all avenues of additional revenue.• Achieving delivery of the programme of works through daily liaison with the in house Facilities Director and General Manager with focus on accessibility to ensure there is as little disruption as possible to their guests.• Maintaining a safe live environment through the site team whilst engaging with staff and the public to facilitate the smooth running of the hotel during the works. • All works successfully handed over on time and within budget.

• Responsible for a new facilities management venture into the Scottish market for this Northern Ireland organisation. Setting up a new office in Dalgety Bay, Fife including recruitment of local staff and sub-contractors.• Developed and implemented an electronic filing system for property management including landlord’s consents, dilapidations reports and local authority approvals. • Ensuring my team planned and implemented minor and major refurbishment works to properties for various clients from £20k - £500k and carrying out general churn works in the local client offices.• Identifying and evaluating potential new business leads to ensure growth targets were achieved.• Successfully achieved the delivery of the newly awarded £8.4M of turnover through framework agreements for Asda, Visit Scotland, HMRC, Edinburgh Council, McKibbin Commercial & Osborne King.• Preparation and presentation of monthly financial reports for turnover and forecasting to the board.• Generating a collaborative, “hands on” environment.

• A Board Director with IDESS in Essex - a very challenging role within a smaller organisation. • Head hunted to streamline and future focus the business IDESS • Introduced a change programme and made several personnel changes, addressing the blame culture and introducing a basic business process, the difference being vast in a short space of time.• The team were driven to provide expertise and an environment that generated successful business through exceeding client expectations• This was achieved through developing everyone to become a multi-skilled group, focused on delivering complex solutions whilst allowing me to overlay the appropriate commercial controls and business processes to eliminate the cost of failure and enhance tendered margins.

• A Board Director responsible for the retention of the £20M financial client base, predominantly The Royal Bank of Scotland (£6.8m), Halifax Bank of Scotland (£6m) and Lloyds TSB (£8m). • Achieved 60% and 70% account growth from Lloyds Banking Group and the Royal Bank of Scotland respectively within a 24-month period.• Formulate and introduce a winning team who were committed to service excellence, innovation and value engineering through building a genuine understanding and gaining the clients trust which was reflected in our internal and external KPI data.• Planning and implementing minor and major refurbishment works to the retail branch network from £30k - £500k. • Implemented back to back contracts and partnering agreements with suppliers and contractors through schedule of rates and framework agreements.• Achieved a 6% increase in new business and increased our turnover by £2M within the construction side of the business whilst ensuring alignment with the sales and marketing vision of controlled growth.• Achieving 140% growth through bringing new avenues of profitable business from our existing client through the Disability Discrimination Act, EPI & IDM Roll out Programme, Colleague Areas, Minor Works and the integration of Halifax with Bank of Scotland saw the account peak at £14.5M. • Networking within the industry to raise awareness of our organisations portfolio of services and products.