Charles Darley Email and Phone Number

Relate is by far the UK's largest provider of relationship support, reaching more than 1.85 million people this year. We have a network of 50 local Centres, we also provide online counselling and work across England, Wales and Northern Ireland at more than 600 different sites and we employ more than 1,500 counsellors, mediators and educationalists. We specialise in couples, family and child and young person counselling. Relate centres provide private counselling, and have contracts with local authorities, NHS, schools, local authorities, benevolent funds and Employee Assistance Programs (EAP) corporate contracts. Relate operates through 24 Federated regional Relate charities in the U.K.

Teach First recruits and supports the training of teachers in the U.K. It is a top 10 graduate recruiter. It is contracted by the DFE to place teachers with leadership potential into the schools in the areas and communities that are the most economically disadvantaged.The role combines marketing, communications, school partnerships, graduate recruitment & selection, client relations, external affairs and fundraising. A total of 250 staff.My primary responsibility is to integrate the new directorates into a high performance team. Assess the strategic causes behind the current declining revenue and resulting deficit. Then propose an action plan and investment strategy that enables Teach First to deliver its DFE contractual obligations and assess the opportunity to diversity revenue by increasing its fundraising income.

MIND is one of the largest charities in the UK and as well as employing 450 employees centrally, is it a strategic partner with the NHS. It has a Federated structure which includes 92 regional independent MIND charities contracted to deliver services to people with Mental Health challenges by NHS trusts and local authorities. Solent Mind is one of the largest four regional Mind charities in the U.K. with revenues of circa £15m and provides services across most of Hampshire with over 250 employees. I was asked to do a consultancy review to consider whether an existing shared finance function which supported several MIND operations, Solent Shared Solutions, delivered good value and if the proposed contract for services was best practice and delivered the best strategic value. This included assessing how many of the other Mind regional operations and other large regional charities could achieve savings by contracting out a full suite of shared services covering accounting, HR, procurement, facilities managment, IT support and IT strategy. It concluded that the 6 largest Mind regional operations could deliver combined savings of circa £1m to £1.5m a year and the service could deliver similar savings to 6 other large regional charities with combined income of £35m.

Queens University Belfast is a Russell Group University with 25,000 students, and has circa 4,000 employees (1,500 central service staff and 2,500 academic staff), revenues of £400m per annum, investment assets of £670m and property worth £900m. The Chief Operating Officer and Registrar is directly responsible for directing the activities of the 1,500 professional services staff covering the enabling functions (strategic planning and delivery, Finance, HR, IT, Estates), the revenue generating activities (Student recruitment and marketing, student commercial services, alumni and venture capital spin out investments), and the academic support & research support services. At the time of appointment the former Registrar & COO, Finance Director, Marketing & Comms Director, Research & Enterprise Director and Director of Student Affairs had all left the organisation in the previous 4 weeks. 6 other Directors on the University Operating Board were internal heads of department who were acting ‘up’ as interim Directors. The financial plans were forecasting an unsustainable & very substantial annual deficit on revenue of £400m for the 2022/2023 which continued through to 2030 with no turnaround plans in place to address this eight digit annual deficit.My role has been to identify strategic gaps in Universities Operating and Executive Board, encourage the departure of some poor performing members of the UEB/UOB team whilst simultaneously leading the recruitment of the replacements to improve the experience set and build a leadership team who had the skill set to deliver a turnaround. To start the planning process to address the forecast deficit, lead the change agenda to restructure the professional services to deliver savings and improved service levels to the faculties. I was also tasked with addressing governance issues that had led to an unacceptable over-exposure to risk in the investment strategy of the University's £200m venture capital and innovation fund.

British Red Cross (BRC) has 3,400 employees,17,000 volunteers and income of £300m. The Shared Services centre (SSC) provides a variety of operational services including shared finance and procurement functions, HR functions including payroll, call centre operations, warehouse & fleet management and in future the IT helpdesk.o As Interim Shared Services Director (covered sickness leave) reported to the Chief Operating Officer who is responsible for the Internal Services Directorate (ISD) which has 1000 staff which delivered all the back-office services. o As Transformation Director for Shared Services reported to the Program Director ISD for ‘Fit For the Future’ which is a transformational program designed to deliver savings of £4.5m.o Delivered:-1. An agreed revised Business Operating Model for the Internal Services Directorate.2. A 5 year vision for transformation of the Shared Services function including revised Business Operating Model and organisational redesign.3. A 3 year business case for circa £1m investment in automation, org redesign and culture change changes to be made within the Shared Services function that should deliver annual saving in headcount and procurement of £1m a year from 2024.

Cats Protection circa 1,000 employees working across the whole of the UK. The charity receives £75m of fundraised income donations every year, they have assets of £125m. They have 250 cat rescue branches run by volunteers, 36 adoption centres and 108 retail outlets staffed mainly be volunteers.Set out a new business plan that included a major change program to prepare for the 10 year strategy to develop the charity onto a welfare platform. the change programs includes addressing some significant under-investment in IT, people and branch compliance over a 5 year period. The programs were:-1. Single Customer Database, CRM system with single call centre & integrate marketing with fundraising.2. Install a new Finance system and integrate the finance, strategy and planning department3. Install a new HR and LMS platform, integrate payroll with finance and restructure the HR department 4. Complete a property re-valuation, carbon footprint assessment and achieve Carbon net zero by 20325. Develop a Cat Welfare excellence program that allows re-homing to double to 45,000 (back to 2012 levels) whilst also offering advice on Cat welfare especially reducing cat stress levels associated with over crowding 6. Stable Cat population program with 90% of cats neutered that aims to allow CP funded neutering to double to 200,000 (back to 2012 levels)7. Best Practise volunteer experience and branch compliance

• Reported to the CEO based in the UK. Delivered a revised business plan that reversed previous 15% year on year decline in income to deliver 35% growth. Within 3 months had started over-achieving income and sponsorship forecasts • Won exclusive rights to deliver a 5 year, £10m per annum contract with the TMA • Designed a new organisational structure that supports the growth plans plan • Delivered a plan that brought all digital communication in house • Oversaw the most successful consumer campaigns in the organisation’s 17 year long history.

With offices and engineers across the UK, Sportsafe has become the sports and fitness equipment service and maintenance provider of choice for over 16,000 schools, Leisure Centres, Universities, Police, NHS and Fire Authorities since the company was formed in 1997. They also fulfil sports servicing contracts for over 120 county, borough and other councils.The business ran into financial difficulties in 2018/2019 and delivered an 8% decline in revenues and losses of £700k, Within 12 months the core business was transformed operationally and investments in IT and Covid resulted in losses of £854k in 2019/2020, but enabled a profit of £107k in 2020/2021.Sportsafe is part of the Abeo Group, a world leader in the sports and leisure equipment sector.

WF Education Limited employed 200 staff and supplies materials, consumables and equipment to the schools and library markets. Reversed an 8% revenue decline on £40m revenue and transformed it into 8% growth and led operational efficiencies that brought the business from being losing £2m to making it profitable. Reported to the WFE Board• Led the review of the businesses to recommend disposal and/or complementary acquisition options and secured investment of £1.8m in an organic growth strategy to transform the IT environment and introduce new more efficient workflow processes and warehouse controls including new e-commerce websites, CRM, SAP back office, BI and warehouse systems which with sales and marketing plans will return the business to profit in 2020.• Demonstrated via a series of quick wins that reversed the revenue decline within 5 months transformed a previous 10% Q1 decline in sales and produced Q2 year on year revenue increases of 20% in Demco France, 8% in Gresswells, 8% in Maudesport, 4% in Timstar and 3% in TSL

• Reported to the CEO IMechE and PEP Board with responsibility for creating a business turnaround and income growth strategy and plan that addressed an annual £2.78m loss in 2016 and an income decline of 20% per annum. Successfully transformed this into 23% annual revenue growth and returned the business to profitability having also made operational savings.• Closed a loss making business in the USA and delivered a growth strategy & plan that transformed the results to achieve a £86k profit in 2017 and £277k in 2019.• Exited poor performing management and recruited new staff having re-structured Sales, Marketing, customer service, Finance, HR and Property Management. • Transformed the IT environment and introduced new more efficient workflow processes and manufacturing control and production planning software as well as new e-commerce websites, Salesforce™ CRM, e-commerce, dropped basket technology and webchat all within 7 months across 3 businesses.

The formal title is Diocesan Secretary who acts as the COO of the Independent Charity responsible for the Diocese of Suffolk. The staff team provide a centralised support services to the clergy and ministers including housing management, HR and IT services, accountancy, property and financial investment as well as training support. Staff of 155 including clergy and 1500 volounteers. • Reported to the Bishop (Chair) with responsibility for creating a business transformation reversing an annual £1m deficit that had been running for more than 15 years, with revenue declining at 3.5% per annum and transformed this to 6% YOY growth and cost savings that brought the organisation back into surplus delivering major efficiency improvements and digital transformation.• Reduced staff headcount by 25% transformed the capability in Finance, HR, IT, Project/Program Management and Property Management. Developed a modern service based culture/values and moved staff into modern open plan offices.

The National Centre for Social Research (NatCen) is Britain's leading independent social research organisation with 1250 staff. It competes with highly commercial organisations such as IPSOS Mori and TNS | BMRB both global market research organisations and the Office of National Statistics (ONS). Transformed a 10% YOY revenue decline into 10% annual revenue growth which alongside an operational efficiency change program transformed a loss making charity back into a surplus. • Reported to the CEO/COO with responsibility for creating a business turnaround and income growth strategy and plan that addressed a £4m loss in the last reported period. • Programme Director for specifying, scoping and delivering 4 transformational change investment projects costing £3.75m, raised £3m investment and secured £750k bank facilities to fund the rescue and recovery.• Re-engineered contract tender process to increase quarterly contract wins from £3.7m to £11.2m within 6 months and increased long-term contracts so that income increased by £3m from £30m to £33m in 2017.

Freedom from Torture has historically raised circa £8m income a year from private donations and grants to deliver post traumatic stress disorder (PTSD) therapy to survivors of torture. They are the largest provider in Europe and deliver circa 20% by value of all PTSD therapy in the UK. However the private donations only fund care for 1 in 4 of all survivors referred to FFT by the NHS and others. Freedom from Torture is specifically referenced by NICE as a best practice care provider for PTSD for the refugee community. My role has been to diversify funding and win contracts from the NHS (CCGs), from Victim Support funds (provided by PCCs) and central government funds for Syrian refugees. The aim was to increase capacity and funds by 50% over 3 years.

Praxis Community Projects is a leading migrant support charity based in London. The school had been burning cash since launch without growing sales - I was brought in to deliver a viability study and then a turnaround. Within 4 months we had increased sales by 1000%, I then raised a 2nd round of social capital and handed over to a permanent MD.By March 2016 the charity reversed three years of deficit that grown to £420k at its worst by increasing its income by £400k and reduced costs by £200k putting it back into £250k surplus.

• Reported to the COO and CEO this was a new role created by the purchase of 6 regional franchises and I was responsible for £30m income generation and related costs within the Subscriptions and Trading Divisions with a brief to deliver a turnaround and reverse historical income decline. Budget £6m. EBITDA £12m.• Within 5 months delivered a month on month 40% increase in enquiries and a 20% increase in membership• Responsibilities covered 125 commission only field sales agents and their sales management team, 80 contact centre/home based dialling staff and 20 marketing staff • Gained Board support for a new 3 year strategic business plan and the business case for a £2m investment in delivering a business turnaround. This required the restructuring of the organisation into two new business units FSB Subscriptions and FSB Trading (covering publications, events, sponsorship and commercial income from partners)• We exited 30% (40) of the poor performing sales agents over 3 months and then grew the sales team from 60 to 120.• We also set up a 30-40 person inbound and outbound multi-media contact centre with an additional 40 home workers

Open University Worldwide • I reported jointly to the CEO of the Commercial Business unit and International Director responsible for a £30m international distance learning business.• I was responsible for a review of the entire end to end marketing, sales and customer service processes, capability, organisational structure, IT and facilities infrastructure, management information, KPIs, reward structure, business targets and 3 years plan and make recommendations for business performance improvements. • The International business increased by 20% within 12 months having implemented the recommendationsFutureLearn • I reported jointly to the CEO and Strategy Director of FutureLearn which was a started in 2012 by Open University and is already Europe’s largest and the World’s 2nd largest Massive Open Online Course (MOOC) Platform with 40 University and Institutional partners.• I was responsible for developing corporate sponsorship relationships with the largest 12 Professional bodies and learned institutions and for developing the FutureLearn proposition for the UK’s 5 elite Universities (Oxford, Cambridge, Imperial College, UCL and Kings College).

• UK Chief Executive reporting to the Board (a group of 12 risk professionals elected by the membership)• Developed new mission, vision and strategic positioning that better met members and sponsors needs• Built a 3 year turnaround plan to reverse a 25% decline in income and a 20% reduction in reserves since 2010• The plan promised a 50% increase in revenue and a 10% net profit on turnover after 3 years • Developed a new website that reflected the changes• Delivered new supplier relationships that enhanced the educational and member reactivation capability• Implemented a new member pricing, launched new sector groups and new special interest groups

• Reporting to the CEO UK and Ireland, launched the company in the UK.• Built relationships at Vice Chancellor, Pro-Vice Chancellor and Faculty/School/Department leadership level with the top 30 UK Universities to get approval for Partnership MOUs and contracts• Worked with University staff to agree course selection and which international markets to target.• Liaised with PVC learning and teaching and Student Services Director to gain University approval.• Built strategic supplier relationships necessary to deliver the services contracted with the Universities. • Won contracts with the University of Reading, Henley School of Management and MOUs with UEA and University of Birmingham. No further contracts have been signed since I left.

• Reported to the Chief Executive responsible for the Commercial Strategy, business development and all marketing and communications.• Commercial strategy which recommended closing half of the Respite Care Service units – this reduced the costs by £400k and increased occupancy from 60% to 98%. • I launched a domiciliary care service and we invested in growth in the retail network which not only replaced the income lost by closing half the respite network but increased income by £200k from £3.1 to £3.3m.• The overall impact of these plus other minor changes has been to increase total funds (reserves) from £130k (2012/2013) to £856k (2013/2014) ensuring the future sustainability of the charity

• Reported to the CEO and Board as Strategy, Commercial, Fundraising and Major Programme Director.• I built agreement to a 3 year strategic business plan that increased ship occupancy from 60% to 90% occupancy.• This was achieved by:• Moving from being focused on purely physical disability rehabilitation to mental health rehabilitation and negotiated supply contracts with organisations like Combat Stress.• Launching a programme that involved over 1000 crew members comprising mixed disabled and able-bodied crew sailing the tall ship Lord Nelson on a ground-breaking ‘Sail the World’ circumnavigation. • I secured a global sponsorship deal with lawyers Norton Rose Fulbright worth £200k. Norton Rose Fulbright won Global CSR Initiative of the year at the 2013 American Lawyer Global Legal Awards. The Jubilee Sailing Trust won National Lottery Awards trophy for the Best Sport Project in 2014 for the ‘Sail the World’ circumnavigation.• JST increased income by 20% from £2.4m (2012) to £2.9m (2013), with a forecast of £3.4m income in 2014 whilst only marginally increasing costs. This reversed three previous 3 years of annual declines in income averaging 15% and has secured the future sustainability of the charity.

• Reported to the Chief Executive and helped rebrand the organisation from Julian Housing to Julian Support and deliver a personalized set of services. • The charity had been static or gently declining for the previous 4 years. I was asked to review and recommend revisions to the 3 year plan and delivery strategic advice to the CEO and Trustees. • Helped shape the fund raising strategy for Adventure Quest an adventure based mental health wellness programme leading to a £250k contract from Help for Heroes, Walking with the Wounded and Combat Stress• Income has increased by 72% (from £3.2m to £5.5m) over 12 months (2012 Vs 2013). Total funds increased from £670k to £917.

Managed the transition and exit whilst growing the client base into a number of not-for-profit, charity clients & educational organizations and venture capital funded oil and gas services businesses.Environmental:- Staybrite Home Improvments, Zenith Home Improvments, Anglian Home Improvments, Solar Energy UK and Enviroco re-cycling and waste managment.Not-for-profit; Fairbanking Foundation, Leeds Building Society, West Brom Building Society & National Counties Building Society. Charity; Julian Support (mental health), Petans (offshore safety) and Street Child of Siera Leone. Education; Norwich University College of the Arts (NUCA)Technology/oil and gas; EV technology.

Fitness First is the world’s largest network of Health and Fitness clubs. Reported to Worldwide CEO, marketing team of 20 people, £300m sales and a marketing budget of £6mIncreased UK profits from £9m to £16m by reducing customer acquisition cost and reducing customer churn. Developed new branding 'Fitness for everyone' and launched 'Off peak' membership which increased overall membership from 500,000 to 600,000 in 12 months. Increased the business value from £150m to £500m in 3 years.This involved branding, NPD, direct marketing, data analysis, transaction analysis, behavioual analysis, CRM, segmentation, e-commerce and digital marketing.

NTL (now Virgin Media) .Reported one level below MD.Communications budget of £53m & headcount 43. 2.8m customers, revenues of £1.3bn, EBITDA £450mKey business benefit- improved EBITDA from £450m to £610m.Changed business strategy from customer acquisition to retention, created CRM strategy and rationalised call centers from 8 to 3. Launched NTL Broadband 'Triple pack' This role involved customer strategy, data analysis, direct marketing, PR, product bundling, retention processes, acquisition analysis, MVT, LTV analysis, segmentation and digital customer acquisition including PPC and SEO.

Key ResponsibilitiesReporting to Strategy Director. Project headcount from 2 to 70. Deliver change strategy for 2000 sales staff, 5000 customer service and 170 marketing staff. Key business benefitsDelivered a £90m change program on time and within budget that delivered a £290m increase in projected pre-tax profits over the next 2 years by rationalizing consumer service centres from 54 to 10, and business customer service centres from 14 to 4

Key ResponsibilitiesDelivered unit profitability, set and deployed the marketing and sales channel strategy for Royal Mail's largest profit centre. Budget £45m.Revenue £2.94bn.Profit £450m. Headcount 38.Report to unit MD.Key Business BenefitsIncreased revenue by £388m from £2552m to £2940 and increased profitability from £405m to £450m.

Reported to Marketing Director, responsible for marketing and sales/customer service. Revenue £246m. Profit £38m~13 area marketing managers and 29 specialist sales staff. Key business benefitsLaunched new services that delivered a 30% increase in pre-tax profits from £29m (1993) to £38m (1995) Developed the BUPA Nursing Home strategy that led to a new £500m business and £80m profits over 5 years

Gordon's retail value is £284m. Marketing budget £10m.Profit £27m.Increased margins from 35% to 41%, reversed revenue decline to create 5% growth and delivered a turnaround in historically declining operating profits and increased them from £24m to £28m.

T/o £2.8bn in brewing. UK sales are over £200m. Marketing budget £12m.Launched Moretti lager and Rolling Rock American Lager at a time when 160 other bottle beers were launched in 1 year, achieving £35m retail value and £5m operating profits within 12 months.

Responsible for a variety of brand marketing, strategy and NPD for products ranging from Lever's Household cleaners to Birds Eye and Walls frozen food. Main markets were Middle East, Cyprus, Malta, Lebanon, Canada and Caribbean.