A collaborative platform for all industry, skill, sector and business representative organisations in Wales to form a collective voice on key themes for transmission to the Welsh Government.

The UK’s leading privately owned menopause and wellbeing organisation providing evidence-based care and treatment to women established in 2018. Appointed as the organisation’s first CEO to establish firm foundations for the group’s future success working with the founders to treat more women, build a stronger leadership team and fit-for-purpose corporate structure, and increase investment in digital services, research and education.► Doubled turnover and profit, generating cash to invest more into research, education and the free balance app, making menopause information more widely accessible. ► Transitioned from a self-employed model to provide secure employment for clinicians. Added 82 to build a team of over 100 clinicians which enabled the removal of a substantial waiting list so that women in need could get advice and treatment quickly. ► Expanded physical clinic footprint by opening in London and Bournemouth.► Created Newson Health Group Board to ensure that the right structure and governance were in place to achieve future goals. Integrated research and education teams into the Newson Health Group. Agreed to acquire minority shareholders’ equity in the balance app to allow it to be a wholly owned subsidiary of the Newson Health Group.► Recruited high calibre executive team with the appointments of Patient Services Director, Chief Medical Officer, Group Marketing Director and People director. ► Relocated to modern offices to complement the quality of clinical provision and enable the 100 strong operational team to support clinicians more effectively.

During my time as S. A. Brain’s CEO, I held full P&L and capital investment leadership responsibility for Wales’s best-known consumer hospitality brand with 160+ pubs, £97M annual turnover, and £8M EBITDA. I oversaw the company’s pub, coffee shop, and beer business with 1,400 employees, 60 tenants (a form of franchisee), and an extensive customer base. Currently, I serve as senior NED on main Board of Company liaising with family director and Chairman.► Steered business through the unprecedented Covid lockdown and delivered a rescue deal with Marston’s safeguarding 1,300 jobs and keeping the company in family ownership with the full support of its banks and pension trustees.► Drove transformation of the company’s digital capabilities and the safe reopening of its pubs and led a recapitalization process.► Led double-digit million-dollar sale of majority of Coffee#1 equity to Caffe Nero. ► Secured re-financing of company’s £67M bank debt by agreeing on a performance turnaround plan and dividend policy change. ► Empowered morale and commitment by quickly getting to know the team, its locations, brands, and being highly visible, proactive, and honest.► Built a new, more diverse, senior management team, culminating in board appointment of the first woman in 130 years of company history.

From 2016 to 2018, I had the opportunity to launch and run an innovative consulting firm that advised PE entities on strategic matters in the leisure and hospitality sectors.► Consulted with 25+ PE and debt lenders investigating investment opportunities in the leisure sector. ► Provided strategic review for a large student accommodation operator-owned sovereign wealth fund, proposing options for expansion and organisational changes to support it.► Advised three PE-backed pub and restaurant businesses on optimising trading performance, expanding profitably, and achieving successful exits.

As CEO of Mitchells & Butlers, I held responsibility for overall leadership, strategic direction, revenue generation, and management for a FTSE 250 company, with 1,800 restaurants and pubs and 43,000 employees across the UK. ► Grew revenue by 17%, operating profit by 11%, and reduced retail staff turnover by 7%, delivering several million GBP annual savings.► Transformed digital capabilities by championing a double-digit million GBP IT infrastructure investment to renew systems across all locations, consolidating 16 brand websites and databases onto one platform.►Re-focused retail brands with 16 formats behind six loyalty/trust builders specific to each one using conclusions from consumer research project.►Orchestrated 173 entity M&A transaction, creating significant shareholder value through brand conversions and integration cost savings. ► Delivered 30%+ ROIC by leading £160M capital investment programme.

As COO of Marston’s, a FTSE 250 company with 10,000 full and part-time staff, I led all operational divisions with responsibility for annual capital expenditure of £130M, new build programme (25-30 p.a.), and development of talent and people capability.► Optimised business performance by re-designing suite of letting agreements available, driving an innovation agenda, and changing behaviour from ‘policing’ to building business partnerships.► Achieved franchise accreditation and commercialised at pace (300 conversions). ►Implemented Marston’s Retail Agreement as a solution to high level of business failures, protecting significant double-digit million GBP in EBITDA.► Chaired industry working party and represented it before two Parliamentary Select Committees to protect core industry business model despite extensive calls for change from MPs.

In this role, I served as MD of a vertically integrated branded beer business with responsibility for production, warehousing, distribution, sales, and marketing (£100M turnover, 1,000+ employees).► Transformed division from a declining mainstream/value manufacturing business into a fully integrated, brand and customer-led innovative craft beer business.► Enabled double-digit million GBP operating profit by leading off-market acquisitions and operating acquired targets, building their brands, and increasing their distribution into growing channels (e.g., supermarkets and export).