Accountable for Birkin Groups annual sales growth; extending our footprint within facilities management and soft services industry. Leading a core team or 5 sales and marketing managers deliver YoY growth, raise brand awareness and drive engagement. Developing Birkin’s strategic brand awareness, driving b2b lead generation and ensuring Birkin is perceived as a technology-led industry disruptor. Developing and execute our strategic plan for growth and expand our customer base within specified sectors. Building and maintaining strong, long-lasting customer relationships.

After growing the Specialist Services team substantially. I was made a director to oversee further growth management and divisional development. Responsible for providing exceptional commercial and operational leadership, driving sales, and ensuring a quality delivery of service.

Leading Birkin's fast growing Specialist Services division deliver commercial construction cleaning in addition to a range of other specialist services across both the Central London and South East Markets. Responsible for both the commercial and operational Contract management in addition to setting the strategic direction for the department and building strong client relationships. Leading a team of four direct reports and 14 supervisors alongside a team of specialist cleaners.

I completed a structured, 18-month graduate development scheme which exposed me to various management environments including operations and project placements at both GTR and Southeastern. Please see below for more details on the specific roles. Key Achievements• Chosen as 1 of 5 graduates out of an application talent pool of over 750 candidates. • Successfully completed placements and directly managed teams at two of the UKs largest train operating companies: Southeastern and GTR. • Completed a Station Manager placement and was directly responsible for over 30 staff at the UKs forth busiest station; London Bridge.• IOSH Managing Safety training course completed

I led a team of 35 On-board supervisors; responsible for managing employees performance and welfare in addition to liaising with the operations and stations leads to ensure train service performance, commercial performance, safety and overall customer satisfaction. Key Achievements• Successfully negotiated a new tender for the cleaning contract on-board Gatwick Express trains which was more efficient, both commercially and operationally; leading to the highest ever satisfaction of cleanliness (89%) in the 2019 Autumn NRPS.• Produced a briefing booklet for the Gatwick Station redevelopment which was used to brief stakeholders, investors, and senior government ministers.

I led a diverse team of 30 Station Staff; responsible for managing employees performance and welfare in addition to liaising with a wide range of internal / external stakeholders to ensure train service performance, commercial performance, safety and overall customer satisfaction through London Bridge Station and Cannon Street Station. Additionally, I led a number of projects to improve customers experience at London Bridge in addition to contributing to the wider Southeastern CX strategy. Key Achievements • Developed a localised event plan for the London 2019 marathon; implementing a new wayfinding strategy which increased passenger flow, reduced overcrowding, and resulted in the lowest ever number of accidents reported. • Developing and ran a joint insight’s day for the executives of NWR and SE to highlight the importance of journey mapping in improving customers experience. The day is now used broadly across the business to educate senior managers as part of their CPD.• Developed pocket guides for employees to broadly enhance employees standards across the business, which has seen widespread increased in customer and employee information related NRPS categories. • Contributed towards updating policy in regards to a NWR serious incident response plan for Cannon St Station.

I led a team of two direct reports, 60 councillors and, 86 campers; responsible for the management of campers welfare and behaviour, and employees performance and welfare over a 9-week residential period. Key Achievements• Developed and embedded a culture for both counsellors and campers during a short training period. • Increased year on year growth for both; number of campers (up by 12%), and increased staff retainment (by 22%).

I worked with Sport Cardiff's Sport Development team (who are funded by Sport Wales and Cardiff Metropolitan University as part of a larger consortium) to assist in the development of the city's current swimming provisions. As a project manager I completed insight research into the current aquatics strategy having inherited it from the private sector. Primary data collection including carrying out citywide audits on population, ethnicity, poverty, facilities, pricing, and access etc. This data was used to allocate £493,000 of "free swimming" budget and assets which have subsequently led to a more diverse and equal distribution of funding. In addition to developing the overall experience of aquatics in Cardiff.

Provided support to adults with learning disabilities which included both day care and residential suppored living.

Undertook a number of customer relations and commercial functions including dealing with bookings, complaints, guest relations, ordering and supply chain, marketing, daily financial requirements, and populating weekly and periodic commercial performance.