Responsibility for delivering upper quartile bad debt provision results. Key link between operational performance and finance functions. Transformation of end to end credit risk strategies to deliver financial results while driving market leading customer focussed outcomes.Driving a culture of innovation and continuous improvement to become recognised as the stand out leader within the water sector for end to end credit management and billing.

Anticipating regulatory and market trends. Enabling a culture of continuous improvement and operational agility which creates new market opportunities, giving the business confidence to deliver exceptional performance. Management of client relationships and team of Relationship Managers responsible for delivery of BPO, DCA and debt purchase services across multiple FTSE100 clients from sectors including utilities and telecoms, as well as government. Budget ownership and revenue targets are underpinned by a balanced business scorecard approach ensuring service delivery against financial, customer and operational excellence.Oversight for bid management and bid writing within the competitive tender process as well as new business activity both inside and outside of existing clients and sectors. Voting member on the following group committees: commercial pricing; customer and conduct; enterprise risk.Maintaining close contact across all operational departments including: call-centre; customer strategy; vulnerable and financial hardship; risk and compliance; and finance.

Roles included Lead Client Director with responsibility for team of client relationship managers. Cost and revenue budget ownership and solution development for operational service delivery including customer scorecards and strategy. Legal and commercial contract negotiation. Built and delivered new business pipeline via existing and new client contact. Built and developed professional bid writing and bid management function.

Responsibility for client BPO contract delivery with day to day responsibility for insolvency and collection team field-force. Power of attorney and full delegated powers to deliver best return on client secured asset portfolios. Specific targets included: cash collection; provision; workforce management and creditor days. Full P&L ownership. Sales and strategy responsibility for commercial finance broker start-up business.

Responsibility for credit control and collection of trade credit accounts and secured/unsecured loans within Bass Brewers Free Trade. Default book £250m+ involving both live and post default cases. Provision and collection managed at individual portfolio level with significant recourse to legal, repossession, LPA receivership and renegotiation of commercial terms. National responsibility for P&L including trading of repossessed licensed premises under management.

NatWest Bank plc Insolvency and Debt Recovery Department March 1991 - September 1996Duties included collection team manager and personal responsibility for high balance/complex secured cases including asset repossession and sale. MI Development Team Manager responsible for report and query build including: liquidation tracking; provision and portfolio strategy management. Project Manager responsible for customer strategy design, build and test within £25m budget for collections platform development. County NatWest, Institutional Bought Settlements March 1990 - March 1991One-year project to reduce backlog of £800m disputed and overdue UK stock bargains. Team of 12 developed scorecard for effective resource management whilst undertaking forensic investigations and collection activity. Balance reduced to £240m (210% over target).NatWest Bank plc Regional & Branch Lending March 1983 - March 1990Numerous branch roles across the East Midlands with duties including: Chief Cashier; Securities; Investments; Foreign and Lending Manager. Responsibility for consumer and B2B lending decisions and credit management.