I have advised various small- to mid-sized companies enhance performance strategies, develop and manage leadership and team performance, devise product and pricing strategies, and formulate holistic growth strategies. I have also helped various entrepreneurs found their businesses, assisting with business plan formulation, creation of launch and competitive strategies, product and marketing strategies, and becoming investment ready from a strategic perspective. I spend a significant proportion of my time advising and counselling senior executives, helping them with their career strategy and getting them ready for the best part of their executive career. Senior executives I have worked with include Senior Vice Presidents and C-Suite executives in FMCG, Apparel, Consulting, Cement, CSR, Automotive, Technology, Education, and e-Commerce, amongst others.

EnCore Mindseek is a multi-division firm, operating in Management Consulting, Recruitment, Executive Career Management, and Executive career search services.

• The 112 year old Midland Wine & Spirit Association is one of the oldest wine associations in the UK, and is one of the four regional associations affiliated to the national Wine & Spirit Trade Association (WSTA). Its members include regional businesses in the wholesale and/or retail trade of wine and spirits, local branches of national companies, importers, and producers. The association’s primary remit is to promote the wine and spirit trade in the Midlands region while providing a platform to regional businesses to engage, interact, and through the WSTA, to lobby for tax and policy changes. • As Chairman my formal role included chairing periodic council meetings, heading key operational activities including the AGM, and presenting the association’s members with annual and periodic reports and updates. In addition I took on the remit of modernising the association by amending key outdated charters in the constitution and bringing in greater management and governance rigour to the functioning of the council.

• Ignisis Limited is a multi award winning drinks business founded in 2009 on the principle of innovation, of treading unchartered waters, and of altering the prevailing landscape. The business owns and operates two consumer drinks brands - Soul Tree Indian wine, and ODC fruit cider.• Soul Tree was launched in early 2011 and since then it has gone on to win various international quality awards and several national and regional business awards to become the largest selling Indian wine brand in the UK while establishing a presence in the USA, Canada, and parts of Europe. • ODC is an edgy new craft fruit cider brand that carried on the Ignisis ethos with exotic flavours and sub-brands - Mango Fandango and Pomegranate Panache. Launched in late 2017, ODC has received an excellent response from Millennial and young drinkers, and is altering perceptions in the fast-growing fruit cider sector.• My role over the years has developed from business start-up, new brand development, and channel and marketing strategies, to leadership, fundraising, marketing & PR, and operational management.• In 2015 the business to a successful equity-crowdfunded on Crowdcube.• The business has enjoyed success with various awards and recognition, including reaching the national finals at the National Business Awards, British Chamber of Commerce Awards, and the Midlands Business Awards, and winning at Birmingham Chamber of Commerce Awards, Real Business Future 50, Smarta 100, etc.• An incredibly rewarding and yet significantly challenging business, Ignisis Limited has been afinancially demanding business that has strengthened my patience, resoluteness and resilience in the face of business complexity and obstacles.

• The USD 50 billion Tata Motors is one of the biggest automotive manufacturers in the world, owner of Jaguar Landrover, and is part of India’s biggest business conglomerate. It operated a partnership with MG Rover from 2003 until Rover’s collapse at the end of 2015. As UK Manager of the Indian-owned business I got involved at the contract negotiation stage and was responsible for managing the relationship with the board and the operating teams at MG Rover, as well as UK operations within the Tata business. • I managed the cross-cultural and cross-geographical teams that comprised the partnership, acting as the primary point of contact between the two senior and operational teams, and representing Tata’s interests with MG Rover in the UK while representing MG Rover’s interests with Tata in India. • Quality control and market expectations and acting as the British customer’s champion within the Tata manfacturing and engineering research facility in India were other key roles, as were negotiating the tightrope walk of pushing for product improvements while maintaining project costs. The role also included the technical diagnosis and investigation of the more serious quality and safety issues, along with MG Rover engineers, in order to de-risk the business for both Tata and MG Rover. • I managed the operational recovery process after the collapse of MG Rover in 2015 unexpectedly left Tata Motors with no UK partner, and set up the infrastructure and relationships to ensure continuity of warranty and support for tens of thousands of customers all over the UK.

• I started my career with Tata Motors in 1993 and went on to manage one of three zones in India’s Northern Region, leading the service management activities in a territory encompassing 100+ car dealers and 1m+ cars. • As part of very diverse early experience I worked in the company’s zonal and regional offices, and also helped establish and run the company’s model car workshop, putting into place best practices and service quality standards. • In 1996 I was seconded to Mercedes Benz, supporting them with their India market entry. As the first luxury marque to enter the Indian market, Mercedes Benz counted amongst its early customers the who’s who of society, and it was part of my role to manage customer relationships and to ensure a seamless touchpoint with them. • In 1997 I was also part of a management team tasked with the endurance testing of 2 new car platform prototypes, during which time I drove well over 100,000 kms over a total of 48 days through the vastness of the Indian subcontinent. A particularly challenging - and yet the most exciting - aspect of the experience was driving through the highest motorable roads and some of the most inhospitable terrains and treacherous roads in the world, in the upper reaches of the Himalayas - a test for the cars, certainly, but also a superb character building experience for the entire testing team.

Between 2003 and 2005 I was stationed at the MG Rover Group manufacturing facility in Birmingham, UK, and representing the interests of Tata Motors in the UK during the Tata - MG Rover Partnership in the UK. While the formal scope of my responsibilities focused on managing the market-specific activities of Tata Motors in the UK, I was primarily responsible for managing Board-level as well as operational relationships between the two organisations. This included R&D and quality control operations in India on UK-bound cars, logistical and in-bound quality control in the UK, dealer management and field-level service support, dealer management, MG Rover liaison, service and spare parts liaison, etc. This turned out to be one of the most intellectually rewarding periods of my life until then.

Seconded to Mercedes Benz India from Tata Motors, I was responsible for the receipt from factory, preparation, pre-delivery inspection, delivery, and demonstration of Mercedes Benz cars in New Delhi. During this time I not only became intimately familiar with Mercedes Benz technology, but sales, technology, and service quality standards. I was also fortunate to personally receive, check, deliver, demonstrate, and handle the customer relationship for the first one hundred Mercedes Benz cars ever sold in India.