Consultancy providing a range of B2B services, specialising in business development, transformation, winning strategies and executive coaching.

• Full main Board Responsibility for the Region Asia Pacific (AP)• Generated sustainable Region AP organic growth (>12%), M&A increasing this to >18%, whilst delivering cultural change, business model transformation and high performing team development. Significant M&A experience to strengthen mid-term growth opportunities coupled with divestment experience to focus on core strategy.• Secured significant investment in China’s 1st FSMP powder nutrition plant backed by sales & marketing investment to create and develop a new business segment with record sales 5 years post launch (from zero base), profitable year 4. Plant operational 18mths after project approval.• Delivered a joint venture (1st JV in company) to be first to market with intravenous iron product range for Region AP.

Reporting to Main Board President/ Full P&L responsibility and management accountability• Led a Region of Countries (each with their own management structure): UK, Ireland, Sweden, Norway, Finland, Denmark, Africa, South Africa, Australia, New Zealand.• Delivered team restructure and development, built new production facilities, completed business and product acquisition, business restructuring, organic growth strategy development and implementation, and delivered sustainable and increasingly profitable mid-single digit (significantly above market) organic growth for the 8-year period. • Managed new product launches and introduced new therapies to market to support existing products and brought existing products into new channels to energise growth and create new markets.• Achieved the No1 market position in the main nutrition homecare market in the UK, vertically integrated in 2 greenfield production plants (each licensed at first attempt) to secure product quality, improve supply reliability and increase profitability• Built strong personal relations with the UK regulators (MHRA) to successfully steer business requirements in a complex and fast changing regulatory environment

• Restructured the defined benefit pension scheme to increase funding levels and reduce future liabilities, thus protected company profitability. Scheme redesign was the first of its kind conducted in the North West and the 3rd in the UK.• Secured additional funding and specialist trustees and contributed to the mid-term strategic vision for the scheme to become self-funding.

• Delivered highest UK year on year sales growth of 14% and profit growth of 31% within an established market. Achieved by strategic and cultural leadership, integrating 3 UK subsidiary businesses and 4 operating sites. • Improved product portfolio through acquisitions. The enteral nutrition business segment delivered market share growth from 12% to 20% in a 3-year period, year 1 target of 14% market share exceeded. Successful launch of IV Generics and infusion technology product ranges achieving major sales in year 2.• Implemented and improved the company change and culture management Programme for 400+ employees. Developed competency frameworks to improve performance management and development. Re-organised UK board and management team to support transition/integration.• Initiated and led a large Investment Project to build and operate an aseptic manufacturing unit to allow market sector expansion with NHS/ Pharmaceutical/Stakeholders and customers. Successful go-live on target date, only unit in UK to be built on time, on budget and licensed at first attempt. Secured Government grant funding. Reduced unit production cost by 20% in 18 months, increasing profit pa.• Horizontally integrated the product Portfolio of Transfusion Technology division, improving profitability by removal of non-core and duplicated activities whilst improving profit by personnel restructure, implemented a succession planning process to identify and develop high potential individuals.

• Insourced medical devices product range to create a new business stream and allow ‘bag to patient’ strategy to be implemented. Sales grew 13% in year 1.• Employed an agency sales team to work alongside already established team to prove that the gold standard colloid product was promotionally sensitive. Year 1 sales grew by 21% and 2 of the 4 representatives joined full time headcount after 9 months.• Initiated and led company relocation Project which required design and build of new property, centralised 3 core business sites achieved budget savings in year 1 and a 50% increase in capacity and a stronger business infrastructure.• Improved employee communications to increase staff engagement and motivation, launched FOCUS (internal magazine), Lunch & Learn (communication meetings) both underpinned by company value set. • Pioneered the FK Academy internal management development programme to improve employee development, allow rapid career progression within a framework and improve staff retention.