The role covers a portfolio of four core brands GENeco, Nest Homes, Wessex Searches and Swiss Combi Technology, with a combined turnover of £65m per annum, a PAT of £15m and full P&L responsibility for an operating budget of £45m. The business services a large variety of customers from large municipal councils to individual shop owners. The business has a strong ethical focus with delivery of a true circular economy, delivered with a great safety approach, using all waste resources, avoiding landfill and sustainably converting 750,000 of material to renewable energy and ‘green’ outputs in a carbon negative process. Combined the businesses exports the equliviant energy to power 15,000 homes.Managing a core team of 100, based in 13 locations, with the introduction of a clear communication and engagement plan I successfully increased the engagement in our survey by 18% to 92% positively engaged. I have created and overseen a transformation programme, redefining the business strategy, correcting corporate assurance processes, increased environmental permit compliance, improving H&S&W, creating a whole business succession plan, and preparing the business for the next stage of growth. Alongside this I have reworked the brand and values to focus on customers and clients, using coaching and training and new IT tools to improve the quality of customer contacts and simplify client/customer journeys to better customer retention.

Reporting to the Joint Venture Board, I was responsible for all business aspects, internally and externally, including regulator relationships, customer contacts, environmental management, financials, commercials, and business development. This was an operating budget of £1.4m, and a team of 5 executive directors and 7 reports running a fully outsourced delivery model.Trading in a complex and heavily regulated environment, the business was missing all key targets for customer satisfaction, environmental controls, shareholder returns and business growth. I created, oversaw, and delivered a turnaround plan, including recovery of the loss-making position with effective cost, customer debt controls and improved business development processes. I dissolved the Joint Venture, recovered the regulatory relationships, upskilled and managed the resources and delivered the recruitment of an effective leadership team, ultimately preparing the business for sale. That was successfully undertaken, with positive regulatory approval in 2022, recovering historic losses and with a positive impact on the shareholder reputation.

The Pipeline Industries Guild, is a not for profit organisation who has a vision to broaden pipeline-engineering interests and continue to cater for the ever-widening horizons of its expanding membership. The Pipeline Industries Guild provides a structure where the different pipeline disciplines can meet, and where leading-edge technology is discussed, analysed and disseminated.The organisation has a unique people development programme called the Professional Development Network (PDN). This gives individuals access to industry experts and training in governance controls, and for the national chair a statutory Director post.

In the role I was directly responsible for ensuring the business performs operationally and supporting the Managing Director to set the business strategy and taking responsibility for implementation. The role was responsible for a team of four direct reports and a total team of 80 covering finance, front line customer service, account management and business development. I delivered a key process review to challenge all customer and client journeys, which directly led to improved working capital, better shareholder returns and moving to 1st place in the regulated market metrics. This customer focused approach, with accurate services allowed a slow and controlled business development growth strategy adding £5m in turnover during the period. Through effective leadership and management, I engaged the team and increased the positive engagement scores in all teams finishing at 91.5% positively engaged.

The role covered the whole group of companies and reported to the Non-Executive Directors, providing key assurance against the risk management processes as the group expanded. I rewrote the governance processes to achieve an improved focus on core risks and opportunities and help operating unit optimise their individual risks.

The role, reported to the Executive Director, in the Operations department, which is the main manufacturing and distribution arm, with 900 employees and an operating budget of circa £120m. I had responsibility for the investment budget of £70m per annum and was charged with identifying key opportunities and initiatives to control costs though employee upskilling and enhanced procurement.

The role, as part of the leadership team, controlled all commercial (financial and contractual) activities for Construction (Civils and M&E) and Utilities (including developer activities) with direct reports of 40 and delivering schemes worth circa £100m per annum.