Responsible for adding value to both the business and our client’s through the delivery and implementation of people & organisation projects in the field of HR transformation, change management, leadership, culture, organisation design, workforce transformation, people analytics, policy re-design/creation, accreditation and compliance.• Reviewed and examined all services, investments and major capital expenditure, and made recommendations to the Board regarding cost saving initiatives, operational performance and strategic direction. • Ensured financial management and corporate governance systems were in place and were sufficient and robust to enable the company to meet its objectives and report on performance.• Ensured efficient and effective use of resources and high-quality care to the patients served by the company.• Designed key performance standards and measures, including those relating to performance, quality, service, care, audit, human resources, financial and budgetary are monitored and reported appropriately.• Worked with Departments Heads to ensure performance was appropriately managed and succession talent identified, developed and followed through on the next step in career development.• Provided comprehensive and accurate information to the Board, for their use in decision-making and policy matters.• Ensured effective mechanisms were in place to implement systems and monitor organisational learning from untoward incidents and risks arising.• Developed, and following approval by the Board, implemented appropriate policies covering all aspects of the operation, and ensuring that all such policies were followed and conform with the highest standards.• Ensured the development of people management approaches to develop high levels of staff engagement, participation and loyalty within The Cabin.

Warwick was going through a significant period of transformation and growth through mergers and new business acquisitions. My role was to undertake a wide range of culture & employee engagement and change management projects, delivering a positive impact on both the business, its people and Warwick’s clients and their residents. Another fundamental part of my role was to take full responsibly for the complex HR, people and systems issues around M&A’s and the separation and breakup of acquired companies •Reported directly to the CEO with specific responsibility for employee engagement, portfolio management, lost management revenue, change and culture transformation projects. •Partnered with each of the business leaders taking an active role in setting HR and operational objectives to ensure alignment with the overall organisational business strategies. •Attended new business meetings and tender processes with prospective clients to present corporate innovations and ensure the fully engagement with Warwick vision, mission and service strategies. •Introduced an industry leading employee reward program that was essential for the retention of key employees and talent attraction at a time of major business change and industry competition.•Developed strong relationships with residential directors, external contract providers, recruitment agencies and training vendors in order to provide a top-class service to the business.•Regularly visited and reviewed the regional offices, performance, personnel, property portfolio’s and service levels and made recommendations for improvement to senior management and the board of directors. •Worked with key developers and clients to provide an in-depth understanding and evaluation of the company’s performance and make recommendations to improvements where necessary. •Worked with key suppliers to ensure the company was maximising and profiting from additional revenue streams through shared services and partnerships.

Primarily responsible and accountable for all HR functions and client facing operations within this high-end residential property company based in central London. Essentially the role was to manage teams in all aspects of property management, to invigorate the workforce, introducing robust business processes and creating a culture/ethos that fostered growth, responsibility, profitability, fun and competitive advantage.•Worked with the senior management teams to understand and influence key business process and personnel performance both internally and externally which improved building and client retention and ultimately maximising management fees and additional revenue streams per unit. •Produced and assisted new business tender proposals, attended new business meetings and held post meeting debriefs. •Responsible for both internal and external HR related issues and attend client meetings when and where required. •Introduced on-site personnel HR health checks and HR services as an additional revenue stream were billable in addition ro the management fees. •Worked closely with the board of directors and senior management team to shape and define the corporate and growth strategy, including the project management of a corporate rebrand. •Attended regular industry corporate events and awards ceremonies, championing the brand and helping to generate new business enquires by building up industry network contacts. •Introduced new KPI’s, performance management and appraisal systems to drive the company forward and deliver growth and performance objectives through its people. •Responsible for the successful completion and introduction of regulatory body ARMA-Q into the business and Qube Management systems.

Working closely with the Executive Director and across the UK team to improve the operational systems, processes and policies in support of Logic Amounts mission -- specifically, support better management reporting, information flow and management, business process and organisational planning.•Implemented business controls to deliver projects with cost-effective projects/solutions to increasing profit margins through value engineering, variations, new techniques, negotiating prices for sub-contractors prices and materials.•Ensured that quality procedures are rigorously implemented by self and subordinates and that quality improvement processes are designed and implemented as required. •Visited sites on a regular basis to identify and mitigate business risk.•Attended regular directors/principal meetings to review site progress, working practices and commercial position of the project.•Contributed to the annual budget preparation by preparing analysis of project delivery margins to take into account resource fluctuations in the market.

My brief at this luxury-framing organisation was to scope and shape the sales and service business, designing a new model, plan and strategy, enabling the business to achieve its growth target of 2.5m. •Responsible for designing, developing and implementing a sales and service strategy. •Created a culture that fostered employee engagement and empowerment to attract and retain talent, through the implementation of a new rewards and performance management system. •Responsible for all business activities, including human resources (staff and agents), operations, financial budgets and procurement for the sales and service departments. •Developed the customer plan and resulting CRM programs to increase conversion, build customer relationships, cross sell and up sell.•Prepared comprehensive reports on all aspects of business operations and oversaw overall financial management, planning, systems and controls.

Responsible for driving profitability, quality, sales and performance by reinvigorating the company’s 35 strong sales force and key departments, focusing on performance management and TQM throughout this organisation which produced monthly luxury lifestyle magazines and bespoke events publications.•Led all business development activities with full P&L responsibility for the centre; managing all operational issues, staff training, performance and sales planning.•Set out team individual objectives, targets, performance, PDP’s and PIP’s. •Project managed a range of high profile events and bespoke publications including, The British Motor Show, the O2 venue magazine and British Land, achieving added revenue in excess of over £400k.•Managed all key account activities, such as planning and preparing complex business proposals for clients including, Virgin Media, Merlin Entertainments, Vertu and Victorinox.•Provided strategic and professional guidance to senior management on publishing strategy and improvement initiatives during the economic crises of 08-09.

Part of one of the UK’s largest change projects and helped introduce Lean methodologies throughout the whole of the UK

Worked with key stakeholders and project members and successfully implemented a HP pen-tablet project into the B2C and B2B field sales divisions of E.ON

Responsible for the planning, promotion and presentation of corporate re-branding workshops delivered to seven thousand employees.

Successfully managed the largest region in the UK with a sales force of 70 field agents, responsible for working with customers to reduce energy consumption, through the introduction and recommendation of company’s product portfolio to both B2B and B2C

Acting as Contact Centre Manager, I was responsible for 100 fte within a Shared Service environment, with an aim to providing customers with a first class experience with full operational responsibility for day to day running, ownership for forecasting, planning, MI functions, budgetary responsibility and tasked with ensuring the centre was customer focused centric. •Managed an outbound call centre with 100 shared service agents, selling to the entire UK SME market, offering premium online listings, advertisings and PCP solutions, with a revenue and sales responsibility of over £3m.•Recruited, coached and trained individuals; including sales, service and lead generation.•Achieved £1.2m new business signed across the team, contributing to both revenue and growth of the team.•Created and developed the UK CRM system for all platforms to drive client retention levels above 80%.•Increased monthly revenue for the centre from £110k to an average monthly turn over of 260k