Chris Clegg Email & Phone Number

Stoke-On-Trent, United Kingdom

As consultant Director, I have overseen WeCare25 Medical Ltd turn around to growth.What I do:• Implemented operational control and finance structure to maximise profits• Developed cost controlled office structure resulting in increased turnover• Created a potential for further year on year growth through identification of optimisation opportunitiesMFA Properties:• Working closely with fellow directors, I identify opportunities to purchase businesses within the leisure industry, offering strategic, development and marketing advice.

I set up Garland Leisure to take over the running of 11 bowling centres from AMF. In doing so, I imposed new management in order to turn the business around and bring it into profit.What I did:• Set up financial controls to make savings on daily expenditures: Stock, cash, re-negotiating deals with suppliers• Rolled out 13 week plan to roll back costs; cut wages by £5-6k• By Feb 2011, took over 2 more sites and redeveloped 2 more• Operating 17 sites and made over £800k savings after 1st year• 2012 became 2nd largest bowling company, operating 30 centres with an EBETDA of £2m

I provided operational consultancy services to a hotel in Blackpool, setting up cost control services, implementing new marketing methods and training. Turned business around from loss in 2008/9 to break even 2009/10Redeveloped 2 nightclubs in Stoke-on-Trent and Barnsley, managing the project lifecycle including design, planning, licensing and opening. I oversaw all preopening marketing strategy to maximise impact.

I launched Nexum Leisure in 2004 in as part as a bank work-out with Lloyds TSB to re-energise club management.What I did:• Implemented a 5 year business plan to stimulate growth and provide a clear vision for progression• Ran 15 leisure facility sites• Oversaw the redevelopment of 3 sites and• Exceeded sales targets and ensured that redevelopment projects all came in on schedule and within budget

As a part of this role, I first became a PLC director, developing many sites to become exceptionally successful as a large group. What I did:• In the 1990s-2000s, I operated 39 clubs and managed 35 redevelopment projects• Identified trends in leisure facilities to develop multi-room experiences• Management programmes led to a record one night take and attendance for New Year’s Eve 1999