Alex Mayes Email & Phone Number

Greater Manchester, England, United Kingdom

• A national role with four key focus areas:
• Strategizing Social Value Delivery: Leading the development of tailored social value strategies, aligning client objectives with community needs and national priorities to maximize project impact.
• Stakeholder Engagement: Collaborating with clients, local authorities, community groups, and alliance partners to foster meaningful partnerships and deliver sustainable outcomes.
• Embedding Social Value into Supply Chain: Influencing procurement, planning, and design to ensure social value initiatives are integrated seamlessly from project inception.
• Measuring and Reporting Impact: Establishing frameworks to monitor, measure, and report on social value achievements, ensuring accountability and continuous improvement.

Manchester, England, United Kingdom

Core Purpose: To develop a comprehensive management plan to coordinate all social value plans and direction for a portfolio of standalone Specialist Business’s within the wider Group. Use a proactive approach to enable business leaders to adopt a holistic mindset to Social Value, driving performance, and meeting relevant project KPIsSkills in use: Project.

Derby, England, United Kingdom

Rebuild exists to support individuals and families who have experienced Human Trafficking and Modern slavery to break the cycle of trafficking, empowering them to rebuild their lives and embrace a hope filled future. Rebuild advocates an approach that seeks to understand the impact of trauma individuals may have experienced while providing long term.

• Core Purpose: To design and deliver a range of strategic initiatives to significantly increase the social value delivered by the Business. This includes scaling up a Social Enterprise, refining the commercial offer to.
• Developed an inhouse Social Enterprise shaping Governance, Marketing, Financial controls, operational strategy and an executive steering group;
• Project managed the sourcing and rollout of an online calculator to forecast, collate and compile performance social value data from projects;
• Collaborated with key departments to audit and refresh all community based projects to evolve efforts to be clearly strategic and reflective of the increasing interest in Social Value evaluation;
• Created and managed a UK-wide communications strategic plan delivered through newsletters, website, social media and our first social value annual report;
• Liaised with construction customer project teams and supply chain to ensure that all social value PPN 06/20 objectives are met within required timeframes, and present it in reports and case studies;

Manchester, England, United Kingdom

Core purpose: To lead a team and embed project management principles to deliver high-volume programmes for young people across Northern England in line with EY Foundation annual targets and quality standards. (Resigned to take on Homeschooling responsibilities.)

Manchester, United Kingdom

• Core purpose: To refine, implement, champion, communicate and evaluate the organisation'sResponsible Business 3 year strategy across the ten different arms of the Group. During my short contract I was accountable for:
• Positioning the department, becoming an influencing voice across the organisation by collaborating with all support departments and project delivery teams;
• Recruiting and training a network of internal Champions to enable the strategy and signature programmes to be cascaded throughout the organisation;
• Auditing and refreshing all inhouse processes and procedures relating to organisation’sResponsible Business activity and ensure best practice methodology is adopted;
• Designing and embedding the organisation’s approach to Social Value (for employeesand subcontractors) by delivering training, creating awareness campaigns and managing allinternal and external communications;
• Developing key signature programmes to address priority social and environmental issues,whilst ensuring that they remain commercially viable and become ‘business as usual’;

Manchester, United Kingdom

• Campus Living Villages Foundation is dedicated to supporting students who have difficulty continuing their studies for non-academic reasons and is entirely funded by CLV.
• Primarily responsible for establishing the foundation, now working with the trustees to shape the strategic plan and manage the day to day governance and operations;
• Providing support to the Chair and Trustees to achieve the Foundations aims, including addressing urgent queries, handling funding applications, engaging with potential partners, communicating with stakeholders and.
• Build and maintain relationships with grantees to ensure impact is meaningful, and all charitable projects are allocated appropriate resources including written agreements, financial support and wider project delivery.

Media City, Salford Quays

• Primarily to champion, coordinate, monitor and evaluate activities which meet the organisations's Responsible Business commitments
• Responsible for the creation, and implementation of the Make a Difference strategy which complements Campus Living Village’s wider business mission;
• Enable Campus Living Villages UK to be an involved, responsible and forward-thinking corporate citizen for the benefit for all internal and external stakeholders;
• Establish the corporate foundation (a registered charity), now working with the trustees to shape the strategic plan and manage day to day governance and operations;
• Develop key signature programmes to address key social and environmental issues, whilst ensuring that they were commercially viable and became ‘business as usual’;
• Collaborate with strategic commercial and charitable partners and other stakeholders to enhance and expand Responsible Business practices, broaden participation, report on impact and meet stakeholder expectation;

Clapham Junction, London

• To implement, improve and oversee delivery of the training and development framework, content and output across the organisation
• Develop staff in line with employee and business needs by agreeing PDPs, creating and delivering in-house training and continuous improvement of HR practices;
• Lead on the assessment, recruitment, training, motivation and evaluation of all seasonal staff to be leaders and role models to participants;
• Manage and track evaluations of all training and development activities, ensuring programme delivery standards are met and best practice is embedded to future training activities;
• Create all training materials including an e-learning module embedded into our website, all staff training plans, staff handbooks and field guides;
• Advise on the various training approaches available to create a comprehensive learning environment which improves the knowledge, increases skills and influences behaviour of participants;

Clapham Junction, London

• www.future-foundations.co.uk, www.Globalsocialleaders.co.uk, www.ncsyes.co.ukI led on FF’s National Citizen Service (NCS) in four regions and co-created the prestigious Global Social Leaders (GSL) programme. Both of.
• Creating and producing programme content, timetable and supporting materials
• Sourcing and managing guest speakers, delivery partners, and in-kind sponsors;
• Developing processes and controls to track and record all social impacts on local communities
• Budget forecast and ongoing control
• Building sustainable relationships with local and international schools to promote the programmes, and guiding them through the recruitment process;

Luton & London, United Kingdom

• My role as Special Projects Manager involved developing an in-house talent pipeline through delivery of bespoke training programmes for staff and students, as well as creating and implementing a Corporate and Social.
• Staff volunteering: seeking partnerships, managing individual projects, developing a robust policy and communicating upwards to maintain buy-in from senior management
• Forming a not-for-profit organisation to encourage social mobility in Higher Education
• Coordinating the CSR strategy to have maximum impact on our students and localcommunities
• Exploring opportunities for the CSR programme to become sustainable by developingrelationships and seeking external funding.

Salford, Luton, London

• The ultimate goal of the In-house Talent Development Team was to identify and deliver an approach which would equip our staff with the skills and confidence required to strengthen business results through effective.
• researching and assessing potential schemes and approaches,
• setting up a talent management records system,
• reviewing needs and priorities of the 25 selected staff,
• working with staff to plan their development goals and actions,
• delivering personalised training sessions, based on accredited material

Salford & Luton, United Kingdom

• As Resident Life Manager I was responsible for the Resident Life Programme across two university halls. My duties included:
• Creating and maintaining an environment that promotes and supports the social and personal development of over 1000 domestic students, including over 500 international students
• Recruiting, training, coaching and managing a team of up to 15 Residential Assistants
• Planning, organising, promoting and evaluating a full calendar of social and cultural events across nine halls of residence
• Fostering positive relationships with university departments, teams, personnel and other community groups to ensure effective communication channels across all student services
• Working with those teams to ensure all our residents have a smooth transition into university life, especially those arriving from overseas

Plakavo, Bulgaria

I own a farmhouse in Bulgaria and project managed its renovation, including the planning and design, demolition, site clearance, and rebuilding.

Latin America, Africa, South East Asia & Morroco

• My main duties included:
• Developing and delivering flexible itineraries and activities to enhance travel experiences
• Communicating facts about destinations and culture in an informative and passionate manner
• Ensuring that all tour arrangements ran smoothly, balancing individual interests with the needs of the overall group
• Identifying new business opportunities in a competitive and rapidly changing industry
• Remaining calm and professional at all times, especially when responding to any serious problems, such as medical emergencies or local infrastructure failures