When the science of medicine requires a voice, or healthcare professionals and patients strive for knowledge, digital solutions can often exceed all other forms of media. At LVC Digital Health we expertly support our clients through the process of achieving this. Our mission is to behave as an additional member of our client’s team, enhancing thinking, trend awareness, technology, design, development capability and overall strategic approach to the deployment of digital to their respective audiences. My function as Managing Director is creating and continuously evolving an environment, where our talented team are free to deliver our mission, with all the energy and creativity possible. In our 40th year, the company itself has a pedigree for reinvention, deeply embedded in its DNA, and my part in this continuing story is the most exciting challenge I have faced.

LVC are a high quality digital media production company. The LVC Digital division specialises in telling a story through digital media. Whether promoting a brand, product or service; LVC creatively produce digital content of the highest quality for all media interfaces. LVC Medical has been integrated in the digital transformation in the healthcare sector. Building simple and engaging tools for the purpose of sales, education, pathway modelling, market access to name a few. With complex data sets in the background, all software solutions are interfaced with the high quality visuals at the front end that is LVC’s trademark.

Through competitive intelligence, market surveillance and organisational insight, your business can control its own environment. An individually tailored service allows us to develop impactful strategy alongside our clients enabling growth, sales, investment, recovery or high value exits.Big Cat Capital’s USP is that unlike other consultancy services is that we take a complete 360 degree of the business environment. What does this mean in reality?• Making a detailed assessment of your sector for growth and imminent market trends• Detailed understanding of your competitors• Regular market surveillance• To Innovate and develop opportunities• Key people insightsWe are extremely agile and able to implement fact-based solutions based on real time market movements, delivering insightful reports compiled by our team of experts.Also separating us from our competition is the capability to support the translation of this business insight into not just a strategic plan, but to support its integration throughout your business. Life is not as simple as “We need more sales”. Clients for this service are qualified by their readiness to commit with energy, to a process that will deliver huge value to their business and its sales funnel and ability to access key markets.A focussed and targeted sales strategy is vital in today’s changing world. Accessing our team of specialist sales strategists is a decision that empowers businesses considerably. It is however something that needs to be considered carefully. We offer a no commitment consultation to assess the fit your business has with this specialised process.Our process is investable, considers human performance, operational delivery and is constantly aware and innovating to your operating environment.Contact us and take control of your environment.

The General Manager (GM) is responsible for delivering commercial and operational success across the aviation portfolio at Goodwood. As post holder, accountability for operational compliance within the flying school, aerodrome operation and engineering departments is at the forefront of this role. A prime objective as GM is to develop and deliver business growth for the aviation business whilst fully realising the ongoing investment in this prestigious branch of the Goodwood estate.Growth in the Goodwood Aviation portfolio and profitability can be summarised:• EBIT growth of 31%• Maturing of business assets to triple the value• Three major projects delivered• Reduction in overhead and staff costs of 11%• Reduction of aged debt from over £200k to within payment terms

The SCS programme was responsible for the commercialisation of specialist company services that had historically been internal facing resources. With the development of a strategic pathway for the business the team focussed on the introduction of new business, the marketing of capabilities and the development of accreditations to open up new market sectors. A headline achievement in this creative business development focussed role was to gain a civilian EASA Part 145 accreditation in a short turnaround time and agree terms with the Royal Travel Office for the maintenance of the Royal Flight. Other significant headlines: o Secured Hawk Depth Refinish programme – Value £1.2mo Secured high spec refinish projects delivering £0.85mo Removed £200k of staff costs whilst increasing production output across the three key businesseso Created an EASA Part 21G department for the production of Aerospace componentso Secured Electrical harness inspection and production contract

Responsibility for the depth maintenance programme of the entire UK fleet of Lynx helicopters. Revenues of circa £40m annually, with a headcount of 210 staff, responsibility for the entire operation, planning, commercial, logistics and customer relationships required a specialist programme management team. The delivery of this maintenance programme was structured into LEAN flow lines with some 36 concurrently running parent projects.Cost, Quality and Delivery were all failing KPIs when I was parachuted into this role. The primary contractual customer had refused to input aircraft for maintenance due to the extremely poor quality; late and expensive service being provided. The workforce was disengaged and the management team dysfunctional. Over the course of this turnaround project a refocus of the 190 technicians onto personal responsibility, process adherence and clear communication dramatically overhauled the quality and schedule adherence. This was underwritten by an education programme raising awareness of the commercial responsibilities we had to our customer in ensuring value for money.The results of this programme of work brought schedule adherence back to from 22% to 97%, First-time quality improved to 94% with external quality escapes at zero. The commerciality of the contract dramatically improved for both our customer and the profitability of the programme to the corporate group.

24 projects delivered annually averaging 9000-man hours, maintaining the UK military Sea King fleet depth events for the SKIOS contract during the final years of service presented challenges such as obsolescence and, engineering support. Delivering over £100m of revenues in this period required significant energy be placed on the stakeholder buy in to the common objectives. Developing a shift to continuous improvement on a legacy platform was an essential component to the successful period enjoyed.Improvement in delivery output, productivity and first-time quality were standard but crucial requirements for this role. However, the immeasurable challenges were the chaotic confrontational culture, the pockets of key knowledge and experience and the customer & supplier engagement. Breaking these issues down to understand the root cause and resistance to change was an eighteen-month process that represents a career highlight personally. The cultural shift withstood changes in personnel and right through to contract completion with KPIs continuance at the improved level, all of which represented ongoing commendation to the achievements of my time in the business. The result of removing ‘chaos’ from the business had a direct and positive improvement on quality, flight safety and the mental health of responsible people across the business.