Providing consultancy services and interim leadership to all of the associated areas of Facilities Management and Property. Leading the progression, development and recovery of accounts, with a clear understanding of the challenges of both customer and service provider. Identifying opportunities for development and growth in delivery, sales and business development, combined with the implementation of effective solutions tailored to your unique business challenges and needs. Adding value to all areas of your service delivery.March 2023 - CurrentWorking with a leading FM provider who specialises in Technical FM & Hard Service Delivery Nationally to major Blue Chip Retail Customers . Responsibility for Key Account leadership and operational delivery along with developing and leading transition / improvement activities that enhance service delivery, reduce risk and improve the customer experience. Taking a continuous improvement approach to all aspects of the business. Working with Business Development and Sales to provide strategic solutions, operational modelling, KPI and risk analysis to define the proposed solution to new clients. Using tried and tested practices in the development of bid solutions for both Public and Private Sector organisations that add value, meet the needs of customers, and service provider taking account of financial and operational risk. Providing solutions and constructing effective and resilient delivery models.

Leading an integrated national account team in the delivery of Total Facilities Management, Projects and aspects of Business Process Outsourcing across the UK and Northern Ireland. Managing the customer requirements for 10 sperate government bodies within one NEC3 Framework. Key Achievements- Development and the execution of the strategic contract recovery plan- Delivery of transition objectives in line with original contract commitments - Achieve operational, financial and commercial stability within 12 months - Delivery of contract awareness training to embed a culture of value for money and cost consciousness across the team- Undertook strategic supply chain reviews to achieve operational, financial and commercial performance improvements- Regain customer confidence through having an open and transparent approach to the relationship, governance and commitment toward achieving continual service improvement and risk reduction- Development of a highly successful project delivery function to the UK national customer base- Through delivering the combined operational and commercial objectives achieved year on year growth- Restructure of account leadership team and continued development, coaching and mentoring of the team- Successfully awarded 3 additional Government Hubs as part of an additional framework- Achieved a contract extension of 18 months in addition to the original 4 year term- Devised and implemented measures to enable key government sites to remain open during the pandemic- Implementing a growth culture with the introduction of dedicated functions and opportunities to aid staff training and development- Drove contract compliance to an all-time high aiding safety and the reduction of risk- Continual enhancement of Management Information Reporting to support enhanced strategic decision making

Leading multiple discipline teams across the UK providing integrated Facilities Management and Project delivery to a wide, complex and diverse customer base and portfolio within high-tech Military Manufacturing, Space and Aerospace sectors. Developing additional service streams, growth and opportunities of mutual benefit.Key Achievements- Developing a strong customer relationship through an open and honest approach to service delivery, adding value and addressing long standing areas of improvement- Introduction of additional Management Information and processes to aid the customers strategic decision making, reduce risk and cultivate opportunities- Drove the sustained improvement of key strategic needs of the customer around procurement and waste compliance- Coached and mentored the team toward higher levels of service performance resulting in increased customer satisfaction, financial, commercial and operational performance - Introduced robust governance and communication frameworks to provide greater levels of accountability with the customers, stakeholders and service delivery teams- Grew and developed the project capability and service offering to customers- Introduction of strategic asset management processed to support future investment strategies, reduce risk and identify critical assets so as to limit business disruption- Develop and execute strategic plans to improve failing contracts, sites and service delivery

Leading the integrated, total facilities management service delivery team throughout the UK to the Rolls Royce Aero Engines servicing the multiple various markets that Rolls Royce operate within of Civil Aviation, Repair and Over hall, Defence and Marine. Managing a highly complex, critical and diverse environmets and portfolio covering both manufacturing and office locations. Main Responsibilities- Responsible for the TFM service delivery throughout the UK for the Rolls Royce Aero Engine portfolio- Accountable for yearly budget delivery and commercial management- Managing key stakeholder relationships across the business- Overseeing and supporting a variety of key business change programs- Assisting the development and delivery of capital replacement programs- Health, safety and compliance within our service lines and those of 3rd partiesKey Achievements- Cover for EMEA Operational Account Director- Delivery of customer savings initiatives, targets and the identification of additional areas of opportunity- Achieving budget and commercial targets that have been set- Amalgamating two regional teams and developing a highly successful UK team that underpins service delivery throughout the UK by appointment and restructure better aligned to operational requirements - Introduction and review of key operational processes to aid service delivery- Mobilisation of additional services and buildings- Supporting a number of key change programs around service delivery and cost impact and the mobilisation of the newly appointed contract- Managing compliance and health & safety in challenging and complex environments- Collaboration of key change programs within the team and stakeholders- Development of an effective relationship and culture with senior stakeholder and customers across the UK- Introduction of processes and procedures necessary to drive ownership and confidence within the customer

Leading an account team of 268 staff through a team of 4 direct reports providing Integrated Total Facilities Management to a Water Utilities Organisation based across the Midlands with a mixed and diverse portfolio of 20 commercial buildings 300+ domestic properties and 98 operational and public access sites. Key Achievements• Regained the confidence of the client through driving accountability and clear leadership of account. • Integrated the contract into a new division of MITIE and established clear measures and accountability. • Successfully managed the contract team through a period of significant change whilst establishing control of a problematic and under performing operational and commercial contract• Drove accountability through the contract of commercial & financial awareness, which had not previously been undertaken, so as to establish both operational and financial accountability. • Established clear and concise measures and metrics for the contract from which performance at team and individual level could be established. • Grew contract revenue and mobilisation of new sites & services circa £1m. • Led cultural change within the contract to drive a “one team” ethos across the MITIE Service lines and integrated the approach with the client business. • Introduction of Energy and Innovation forums to encourage best practice and collaborative working.• Led extensive measures to drive operating loss down to recover commercial position saving circa £600k in 12 months. Reducing overspend further from £78k to £23K in the first 6 months of the second year leading to contract extension

Leading operational delivery of Integrated Facilities for Sellafield in Cumbria, was responsible for all hard and soft services, HSQE and projects on-site on behalf of MITIE through a team of over 600 people, with the objective of driving a new culture within the existing team to raise customer satisfaction. As a result of changes implemented, the business was awarded a new seven-year contract with Sellafield and its constituent partners LLWR, NDA, DRS and INS.• Held budget responsibility for £28million and new project work of over £6million.• Relocated to Cumbria to delivery responsibilities • Worked as part of the sales team to successfully retain the existing contract.• Drove a new “can-do” culture within the existing management team, based on experiences outside of Sellafield, resulting in raised customer satisfaction and positive feedback. • Developed coaching and mentoring for existing management team and re-established a sense of order and accountability. • Developed and improved Stakeholder Relations within the existing customers, unions, and supplier networks to strengthen governance and improve communication and customer satisfaction• Introduced team and one-to-one meetings and set clear goals and expectations in order to better manage the existing team’s performance, changing the way that service success was measured based on the delight of the customer. • Established a working relationship additional service providers like Carillion, leading to the undertaking of refurbishment works on their behalf, achieving a sales value of £160k within the first quarter of the relationship and developing the existing project delivery team to a point where they were self-sufficient. • Instigated the changed of the original business measures, and management information reports having first interpreted the client’s reporting and service measurement requirements, with very positive results and feedback.

• Held complete accountability for total facilities management services within the region for a public sector blue chip transport client, supporting approximately 40 locations with a direct facilities team of 38 staff and a total operating revenue of £3.8million excluding new businesses.• Managed and developed a strong and high performing team through training, development, clear goal and objective setting, recruitment and selection and performance management, which led to growth and over a period of time resulted in a team that was self-sufficient and high performing, to the point where own role was not replaced upon leaving. • Developed a system of truly measuring and reporting on team and service line performance to enable clear and concise decisions to be taken to maintain and drive the service. • Instrumental in de-mobilising the existing outsourced security, cleaning and waste contracts by mobilising those same services with MITIE service lines across a period of less than 12 months. • Quickly became a valued member of the senior management team as a result of resourceful, driven and positive can-do style of management. • Trained, coached and mentored own direct management team to manage their teams in relation to performance management, HR, appraisal and goal setting and problem / conflict resolution and thus engendered empowerment. • Established a commercial awareness culture within the team, resulting in clear cost control and savings along with increases in additional revenue. • Demobilised existing incumbent waste provider and mobilised service through MITIE Waste, resulting in a distinct service improvement and the securing of the waste industry Green Apple award for the most improved service arrangement for waste within the national Network Rail portfolio, taking the recycling of waste from 26% to 58% in the first year along with a demonstrable saving in operating costs of £60k in the first year.

• Promoted from the Midlands role after 12 months having taken the Midlands region from the worst to the best performing region within the contract for service standards and HSQE performance. • Established clear reporting lines and amalgamated the Midlands and Northern regions, driving consistently high levels of performance within both regions. • Raised customer satisfaction though continuous high service standards, cultivating commendations and positive feedback from the client and stakeholders. • Recovered customer confidence in relation to project works and delivered additional revenue growth opportunities with 85% of projects subsequently being insourced when previously they had been 100% outsourced to additional service providers. • Improved customer confidence in the service provider and successfully delivered refurbishment projects relating to BMS upgrades, fabric, and intelligent lighting solution to the value of £250k.• Raised HSQE measured performance from below the minimum accepted standard of 73% to 88% within 12 months, which was the second highest in the group. • Developed a strong supply chain arrangement, driving consistently high performance and cost reductions through the bundling of services.

• Managed both hard and soft services, projects and refurbishments for a portfolio of satellite call centres and head office buildings within the Midlands and Northern regions for a blue chip organisation. • Responsible for the management of each building, facilitated through a network of dedicated on-site engineers, subcontractors and a 24-hour, 365 days a year help desk.• Incorporated the management of health and safety in respect to service partners, Taylor Woodrow staff, and subcontractors, inclusive of liaison with the client as and when required.• Responsible for health and safety on site and for all environmental management and raised health and safety compliance from 73% to 88% within the first 12 months.• Improved client and service provider relationship as a result of delivering measurable results to agreed timescales. • Increased the number of internal projects awarded by the client through enhanced relationship and service provision. • Managed refurbishment project for all air handling systems within a building to budget (£55k) and timescale. • Assisted the Taylor Woodrow bid team with the tendering for new £multi-million national contracts. • Conducted monthly service provider reviews and SLA management.

• Demonstrated results of improved customer service, health and safety compliance, service provision and increased revenue, and as a result, the area managed was increased to incorporate the sites within Manchester, Stockport and Cheadle.• Managed requirements of multiple group clients including LEX, RAC, Aviva, BSM and Hyundai.• Led service delivery team and the project management of major investments

• Acted as a key member of the construction delivery project for 10 months, working on site representing the client and ensuring that quality, specification and value for money were maintained at all times. • Ensured that the specification of designs was fit for purpose and challenged both the functional and commercial aspects. Prevented over engineering of scope above the functional requirements of the client’s brief, limiting the commercial exposure. • Adapted quickly to a very challenging and unique environment to become an effective member of the construction team. • Identified risks within the project, limiting cost implications and delays to the programme. • Recruited the engineering team from scratch, taking the department from a zero service base through to the delivery of the full scope of services to the campus through internal labour and the award of external service contracts for specialist services. • Appointed to head of health and safety following the successful achievement of qualifications and establishment of engineering, FM and service provider services. • Established standard operating procedures from scratch for the whole department and for all facilities / engineering services. • Acted as the project lead on the closure and relocation of other offices and warehouses into the new facility. Implemented the British Safety Council 5 Star system for the measurement of health and safety compliance, securing year-on-year improvements. • Instrumental in taking a £22million construction project from ground breaking through to occupancy and implementation, acting as the client representative on-site, ensuring quality and value for money. • Secured a £90k cost reduction in the installation of the site fire alarm by revising the scope but not reducing effectiveness. • Satisfactorily established service providers for cleaning, security, specialist services and building services for the campus.

• Responsible for the strategic development, maintenance and management of buildings, plant and equipment, and health, safety and security services within a £25million, fully automated, 355k sq.ft. logistics, warehousing and distribution facility and offices totalling 40k sq.ft.• Recruited, trained, motivated and retained a highly effective multi-disciplined team of 10 multi skilled engineers.• Contributed to H&S committee initiatives that improved working practices and procedures. • Devised and implemented time efficient, safe and cost-effective working practices.• Negotiated methods of supply and terms and conditions, driving down overheads year-on-year