Craig Lane Email and Phone Number

I joined Simpact in this role to oversee all of the commercial relationships and strategy for the company, as they needed some further capacity and expertise on working with local authorities and private funding partners within housing. I’m also responsible for our business strategy and delivery commercially.Core responsibilities include:• Being responsible for reporting to the board of one of the largest property real estate funds in the UK (Home REIT) providing advice and insight in market conditions, like where is best to buy and sell property along with advice on which partners to work with regionally and nationally• Providing advice to local authorities on their housing strategy, deep diving into current state of housing stock and delivery partners they are currently using• Managing a large network of external contacts for the group, including the MOJ, Local Authorities, large housing provider, housing associations and care providers.• Diversifying the business away from the initial housing fund consultant where we were advising funds and LA’s, into other areas such as renting out own portfolio, creating a care company and developing property pipelines and land banks for private investors• Working with LA’s to find suitable property options where a build would be achievable at scale to make it viable for Simpact to fund or co-fund developmentsKey achievements• The delivery of a complete root and branch review of housing stock and delivery partners for the Home REIT fund. Saving the fund millions in rent by reviewing each housing association involved and removing ones which were not delivering, for new ones which did and crucially paid rents to the fund.• Bringing into the business my nationwide contacts at LA’s to broaden our offer nationally outside of London. We are now working with 60 LA’s across the UK in looking at housing delivery for them, not just the London Boroughs inside the M25.

In this role I was responsible for all BD and Property related issues in the group across all for 4 businesses divisions. I sit on the board and report to the CEO. Core responsibilities include:• Managing the build teams on site on new build plots and projects, attending site to check progress and providing updates to the board on build progress, cost updates and manging risk register of build and site• Project managing the refurbishment and new build of housing stock coming into the group, the current 12 work in progress projects around the country have a planned spend of £55m for 22/23 financial year• Buying land and securing planning etc on sites to allow us to mee the demand of our core partners be the private or public sector• Being the outward face of the company, representing the group in many forums such as the GM10, GLA in London, all Local Authorities and events such as the National Housing Conference amongst others• Creating and delivering a customer engagement strategy for the group, with actions and timelines for all companies who report progress to me monthlyKey achievements• The creation and implementation of an ambitious growth strategy for the Group with KPI’s for 1, 3 and 5 years.• Personally, creating new relationships with large provider Mears, Sodexo and Nacro, all of which have large growth aspirations through bids and tenders.• Generating a pipeline of demand from local authorities and charities with a value of circa £100m new business for the group for 2022/23 financial year• Delivery of the sales target of circa £80m in the 21/22 financial year of sales for the business• I helped restructure the companies within FourSynergy to bring better shape the businesses to give the group a better chance to achieve our collective growth ambitions

In my role as a Commercial Development Consultant for Brent council, I direct activity for the councils wholly owned housing companies. I also help on commercial and business development issues as required across the council providing advice and leadership to their businesses units and companies. Core responsibilities include:• • Negotiating and managing Service Level Agreements between the Council, and 3rd party contractors for i4B Holdings and First Wave Housing worth an annual spend of over £3.7m.• Managing and creating an exemplary “customer experience” model from first interaction with i4B or FWH• Delivering affordable homes pipeline for the Borough, alongside securing grants to fund builds• Recommending, developing and securing new partnership opportunities for property development, new investment property investment options and new revenue streams for the companies• Planning, agreeing and monitoring the cyclical maintenance of properties, along with long term investment plans for whole of our property portfolio, worth £26m over the next 5 years • Managing the operational maintenance and build teams to deliver as safely and efficiently as possible • Making decisions about the day to day operation of companies and identify decisions for escalation to company Boards and to the Shareholder; draft papers to set out information to enable company Boards and Cabinet (on behalf of the Shareholder) to make effective decisions about the work of companiesKey achievements• Agreeing a new SLA with internal and external contractors to deliver more for less through better contract management and appropriate spend level reviews on refurbishment, void and general housing management• Improving rent collection from a collection rate of 85% when I joined in Jan to 91% through new account management techniques.

At the council I work within the Commercial and Operations Directorate, this delivers, plans and manages all front line services from building contactors right through to highway maintenance and planning. It also contains all traded services the council currently run or own. Core responsibilities include:• I am responsible for the marketing, sales, business development and performance of the traded services at NCC• As part of the senior management team I was the commercial lead when agreeing and implementing the councils ambitious 5-year growth plan • I have a direct role in aligning the operational delivery teams to the wider strategic council vision• I have been tasked to bring the customer journey for both B2B and B2C into the digital age, this includes website re development, SEO optimisation, social media touch points and new marketing practices• I review and challenge the operational performance of each business/service against financial targets and operational KPI’sKey achievements• I was the lead member of the senior management team which restructured the commercial business units to give each one the platform for growth to achieve our 5-year business plan• After identifying the NHS as a possible source of growth for our services I created a close working relationship with our local trusts, this relationship has delivered around significant growth in turnover for NCC services• Invested in and rolled out new CRM software to allow strategic marketing campaigns to be delivered for the first time, this also created a pipeline of activity with clear data now available on customers to be targeted• I lead and delivered a key project to takeover and operate Derby City Councils Commercial Waste Service. This improved our business turnover significantly and gave a considerable increase in market size

Working within the commercial operations team I am responsible for ensuring that the sales regions have the commercial tools, initiatives and sales programmes to achieve their 5 year sales objectives. Core responsibilities include:• Working with the Sales Directors and their teams, I cover all aspects of the business from tactical actions such marketing campaigns and trading support schemes; through to larger strategic issues• I work closely with all regions on issues concerning local and international legislation, advising on how best to proceed with the help of the JCB legal team on contractual issues and tenders• Commercial management of the budget spend for each region, working closely with each one to maximise any spend• Regularly building business cases with both the sales regions and business units for approval by the senior management for planned activities/actions• Pricing of all machines and components across the JCB business Key achievements• Delivering a project in budget and on time after winning business for a major European account• Creating and agreeing budgets for 2016. This was for dealer and regional spend globally. This was presented to and signed off by the JCB executive board• Leading a cross functional project team within the JCB group to deliver large volume of machines and parts to a international customer with specific needs and timelines• Creating and running monthly sessions with regions and manufacturing business units to discuss ongoing issues and help resolve them before they become issues for our internal and external customers• Part of the team to win a major tender to supply construction machinery for a African Railway project commencing in late 2015. (From initial bid review to submission of legal documents)

My Role included the belowPricing strategies for the business against competitorsBuilding business cases for the board of directorsCreating and distributing monthly reports along with commentary for the board of directorsWorking closely with the local management teams for our services on new opportunities and looking at ways of maximising operation activities and revenue generationCreating marketing activities with the marketing management to achieve our short term and long term goals Helping the management team build a yearly plan for the business with both short term and long term KPI’sCreating a SWOT analysis of the business as whole for the website, pricing and systems. Then presenting this to the management boardTaking part in “Back to the floor” management training programme where we spent a week with our customer service staff and drivers to see what they have to deal with day to day basis

Responsible for delivering £50m revenue annually through ancillary and core partnerships.Ownership of all 3rd party accounts within the business, from market evaluation of new partnerships through to launch and day to day management.Overall management of ancillary revenue streams, including policies, pricing, promotion and reporting.Liaising with key departments to identify area's of poor performance and delivering strategies to improve sales position. Harnessing new technologies to enhance our product portfolio and improve the customer proposition whilst increasing turnover.Setting annual budgets / targets for all ancillary revenue streams and continually assessing performance.Work closely with all internal stakeholders to ensure all work/projects are completed on time and within budget.Enhance existing client relationships and partnerships and explore new opportunities to raise business profile. Full customer relationship management including conferences, presentations and one to one meetings.Key Achievements:Delivered increased YOY rev growth for the business through Global Distribution Systems from £1m to £2.5m through relationship management, strategic targeting and incentives. Delivered a new distribution channel in the form of bmibaby holidays website, from conception to launch.Improved ancillary sales 5% YOY with a reduction in passengers travelling in a declining market.Launch of new 'bundled' flight products resulting in £2.5m incremental revenue (YTD) to the businessGained core insight into distribution channels to enable strategic targeting of key B2B partners to enhance revenues.Identified new marketing channels we could exploit to get our key messages across to both the general public and corporate audiences as needed through targeted advertising.Selected new business partners for our accommodation services which has grown the partnership revenue by 41% year on year

Devising and implementing detailed pricing and revenue management strategies.Maximising the operational efficiency of each route/airport.Work with finance team to drive improvements in management information.Production of competitor analysis to gain a clear understanding of the relevant market places and emerging trends and act upon accordingly to drive margin.Drive key commercial messages and lead-in prices to the Marketing team to execute across the various distribution channels.The production and issue of regular reports for the senior management team.Budgeting and forecasting as needed by the management team (Weekly, Monthly and Yearly).Key Achievements:Instrumental in delivery of a new in house revenue management system. Increased revenue year on year by £5m through better management of assets at each airport.Helped design and deliver a new management information reporting system in conjunction with the e-commerce team.Managed a complete over haul of the airlines the 3rd party competitor analysis tool to bring back more relevant information on key competitors in the market.Successfully Implemented a cross company information sharing group with similar roles within the bmi group which brought success when sharing idea's and key info on events etc

Managing the full end to end customer complaint handling process, this includes researching, investigating and fully answering each complaint separately.Dealing with special service requests, insurance letters and medical clearance for customers where needed. Managing group booking's and enquires, from quotes right through to taking payment. Working with the Police when they need assistance with investigations into passengers who have or are flying with us.Managing and maintaining the bmibaby watch list, including dealing with banned passengers and investigating credit card fraud.Key Achievements:Part of the tender process for a new call centre to handle bmibaby calls.Helped with turn around the handling time for customer queries and complaints from 40 days to 25 daysProvided in house support for a new call centre set up by being there on site to provide guidance for the newly trained staff