Chris Clements Email and Phone Number

I lead on the charity’s internal operations and organisational development. This means driving forwardcommercial, operational and cultural excellence, together with the business development strategy that delivers the overall growth and sustainability of the organisation.

I worked alongside the CEO, SLT and Board to deliver our strategy and lead our financial and commercial strategy across a complex mix of business models. I ensured our performance, deploying our c.£12m/yr resources effectively to deliver the social impact Social Finance sought as a not for profit. I oversaw key operational systems and lead on corporate functions such as risk management and impact measurement. I was also responsible for governance, supporting the Board and sub committees, and was variously responsible for our communications function and other transformation work.Alongside this was the strategic lead for the national capacity building initiative, IPS Grow. This £3m/yr programme works alongside NHS to support it and build its capacity to scale the impact of the proven Individual Placement and Support model to help those with severe mental health, addiction or other health conditions.Social Finance is a FCA regulated not for profit organisation who delivers lasting change for individuals and communities through designing, funding and scaling better solutions to complex social problems.

The Impact Incubator is a multi year partnership with charitable foundations to tackle some our most pressing social challenges. It weaves together cross-sector partnerships to deliver programmes of support and transformation, working closely with government and NHS partners to embed change in existing systems.The responses I personally developed include: a successful social investment outcomes fund in partnership with government, an innovative new partnership approach with NHS and local partners; creating and scaling a national capacity building charity; and developing a tech product in partnership with local authorities. Alongside this I led a number of projects, for example advising on social investment readiness and how to evaluate system change.I led the Incubator until 2022, overseeing its work on issues such as refugee integration, race equity, care leavers, perpetrators of domestic violence, school exclusions, inclusive care, online harms and violence impacting young people, directly raising and deploying over £20m, mobilsing £14m of investment and leveraging a further £47m of statutory funding.

SHP are an amazing London wide charity working to prevent homelessness and help vulnerable and socially excluded people to transform their lives. They do this by providing support and accommodation services, promoting wellbeing and enhancing opportunities for over 10,000 people each year across every London borough.

Reset is the UK's refugee community sponsorship hub. It co-ordinates the growth of the community led welcome to ensure it meets it full transformative potential. The charity leads nationally on training and supporting groups in community led welcome, improving outcomes for refugees and helping to positively change the narrative within communities. Having worked to set up and fund Reset as part of my work at Social Finance through 2016 and 2017, I took on the role of Director in its initial year to help establish the organization and commence delivery, before recruiting a permanent Director and joining the board.

I worked alongside the CEO and Board to lead Oasis UK, the national community development charity, and its £170m group of charities. I led on the group’s operational systems, governance and strategic finance, and oversaw transformation programmes which included restructures, mergers and large property transactions. Nationally I managed our HR, finance, fundraising, governance, compliance and legal, IT and facilities functions. I also oversaw and advised our trading subsidiary and provided commercial and strategic advice to our international sister organisations.

I was responsible for a £1.5m social enterprise lettings business in central London, whose profits cross-subsidized a wide range of community work, including youth and children's projects, advice and guidance and adult education. In this role I successfully grew the profitability of the business by 50%, and negotiated a multi-million pound deal to transform the main lettings space into a secondary school, before project managing the transition.

CAYSH provides housing, support and guidance to vulnerable and disadvantaged young people in South London. I served on CAYSH's board for 3 years, including as Company Secretary. Whilst supporting the charity I was the board lead on the development of CAYSH's social enterprise work, culminating in the founding of a new Community Interest Company, CAYSH Enterprises, which soon achieved a turnover of £1m.

I led a national consortium of SME social enterprises to work together to deliver a new approach to tackling long-term unemployment. Through this I ran a Prime contract for a national DWP employment programme, and completed post-graduate research into the effectiveness of the approach.I also developed a business plan and secured bank financing to launch a new social enterprise that used housing association maintenance contracts to tackle long-term unemployment amongst residents.

During a short career break in the US for family reasons, I project managed a 3,000 person multi-site volunteer team and advised a charity for street children on their financial strategy.

I led the programme design and delivery of innovative new projects for Crisis, the national homelessness charity. I developed new business models, securing £4.5m of funding to launch projects in several new cities. I built strong collaborative relationships with commissioners and new local partners.

‘Crisis at Christmas’ winter shelter project for 2,000 homeless people. Over the 5 years I was involved I led many different aspects, including:- the delivery of a wide range of specialist services, including multi-disciplinary healthcare, NHS dentisty, housing and money advice, training and skills work, counselling and mediation. This involved leading a staff team and 1,500 specialist volunteers, and deploying £1m of resources over 8 sites.- introducing outcomes metrics and an integrated impact framework across the services.- building new relationships with statutory and voluntary sector commissioners to change the delivery model to link to year-round services.I also supported the ‘Changing Lives’ project –a national small business financing scheme, where I designed and launched a new programme, analysing business plans and evaluating impact.

I took time out to work for a Ghanaian education NGO, setting up a new school improvement project, putting in place the outcome framework, and establishing baseline data.

I worked with Merrill Lynch's equity linked capital markets and corporate finance teams. I structured and modelled financing solutions involving bonds, equity-linked products and derivative structures.