Engaged to research and design the Visitor Economy Strategy for the city of Peterborough.

Peterborough Positive is the company that was formed to deliver the new Business Improvement District (BID) to the city. The BID ballot was won in October 2021 with a 84% majority following an extensive consultation period, extended due to the pandemic.The key deliverables are centered around 4 priorities: Safety, Events, Marketing and CommunityThe BID is working across the city with multiple stakeholders to engage, inspire and deliver change that will make a significant difference to the city centre and the businesses that operate in that space.

Engaged to build the culture required to support the growth and development of existing and the creation of new revenue streams, that will over time, deliver financial sustainability to the business of the Cathedral. Leading multiple teams across a broad range of disciplines to enhance the visitor experience, manage commercial enterprise and sustain community engagement and education across adult and schools-based stakeholders in the city and beyond.• Project owner for 'T. Rex the Killer Question' a Natural History dinosaur exhibition. Attracted over 50K visitors and yielded over £320K receipts delivering 260% of the target profit.• Improved the average visitor donation at the Cathedral by over 200% between Jan and Dec 2021 by the introduction of the dynamic donation initiative to the largely volunteer resourced welcome team. The Visitor engagement remains high and NPS over 94• Negotiated significantly advantageous commercial terms with HMCS to welcome a Nightingale Court onto the property in 2020 directly contributing to reversing the historic loss making position and achievement of surplus (profit) in 2020/21.• Designed, resourced and managed a project to transform the retail experience at the Cathedral including the creation of the new retail space ‘Old Scarlett’s Emporium’ a £200K investment designed to maximise the revenue per visitor. Opening March 2022• Achieving a Net Promoter Score of 94.8 for visitor experiences through careful curation of exhibitions, events and development of the educational guided tour programmes in play. • Increasing overall on line and physical public engagement with the Cathedral having secured funds to install the equipment required to live stream services and events, the creation of a programme of innovative activities to stimulate footfall and the creation of ‘Live in the Cloisters’ a programme of outdoor theatre born in 2021 that will welcome a number of professional and community groups to perform this year.

Responsible for delivering the holiday sales budget across multiple channels. Leading the Channel Managers and their Teams including:- Contact Centre, Groups, Coach, Partnerships / new business development and the hotel based sales and reception teams across the UK.Designed and executed a new business development strategy for Partnerships engaging over 100 accounts to deliver on target volumes utilising bespoke contracts to exploit the commercial opportunities identified securing c40% incremental Guests.Recruited Contact Centre Leader to execute a change piece embedding a performance culture across a restructured Team of 65 handling c450K contacts over multiple platforms. Efficiency gains of 25% and sales conversion growth of 20% in 24 months.Introduced a team development matrix to secure talent and encourage personal growth and longevity resulting in a significant double-digit reduction in attrition and improved ENPS and Team Engagement scoresDesigned and executed a multi-channel sales strategy to deliver on target sales, achieving industry leading occupancy levels in excess of 96% and securing on budget EBITDA.Grew profitable B2B sales 20% ahead of budget year on year through effective key account management of over 200 coach partners leveraging exceptional guest return rates to optimise yield.Delivered on-site holiday sales KPI's, leading highly motivated Hotel Sales Managers to perfect their brand standard ‘Counsellor Sales Process’ with their Teams to drive industry leading levels of on-site rebooks, up to 30% in key locations.Executed local marketing initiatives promoting individual hotels supported by on site point of sale and effective merchandising of future breaks.Team satisfaction survey results for 2016 & 2017 demonstrated a step change in motivation levels to score outstanding engagement and ENPS, amongst the very best in the business.

A Consultancy working with the Travel Industry in the UK providing professional services in:-• Sales & Marketing Strategy: - Working with businesses to create, shape and deliver Sales & Marketing deliverables across multiple channels including account management and business development.• Learning & Development strategy: - Empowerment and Team Motivation programmes to transform the impact of teams to win for their Customer and themselves.• Customer Contact Centre Leadership: - Managing the BAU agenda and shaping change in modern contact and customer service centres. Employee Engagement and Motivation specialists.• Customer Journey & Business Transformation: - Shaping review of the Customer experience and project managing the change required to deliver business transformation goals and objectives.

Leading the call centre & homeworking division sales and Customer services teams (c400 FTE at peak) handling customer contact for complex tailor made holidays. Responsibility for all call centre metrics, customer service, people, operational strategy and full P&L. Sales budgets exceeding £1/3 Billion•Re focussed management coaching, raising levels of measured employee engagement significantly and resulting in a 21% increase in sales conversion performance across all Specialist Sales brands. •Designed and delivered shift realignment and contract change that delivered 28% cost reduction & savings to £1M, resulting in efficiency gains of over 20% in 2012 exceeding expectations.•Lead a comprehensive Customer Journey review project across the Specialist areas over multiple locations. Re-engineered operational processes and enhanced service delivery, enabling savings exceeding £120K and further contributed to transformational sales performance year on year.•Set up a new one call resolution team for TC Fully Escorted Tours. Uniting Sales, Operations and Customer Services functions delivering payroll savings to £150K, best ever sales conversion of 28% and re booking retention of 85% in 2012 a 35% improvement on prior year.•Conducted comprehensive research, then launched a restructured ‘high touch’ Weddings Team in 2010 transforming the Customer experience and winning ‘Best Wedding Operator’ at the British Travel Awards in 2012•Introduced a new call centre ‘integrity team’ resulting in 3 successive years of accuracy improvement valued at over £100K also establishing an effective succession plan for potential managers.

Responsible for trade commercial relations for the scheduled tour operator. Lead a team of National Account Managers, and the agency support team. Negotiated commercial agreements with consortia, multiple agencies and affinity partners supporting them in the field and on the trade conference circuit.•Developed a Web based training intervention used by 6000 agents in the UK to improve product knowledge. Received positive feedback and grew share.•Planned, co-ordinated and escorted large overseas seminar trips for travel agents, generating new sales and strengthening supplier relationships. Groups up to 200 in size.•Renegotiated robust commercial agreements with agents delivering record sales in 2005•Large audience speaker on the travel conference circuit, received excellent response •Set up agreements with Thomas Cook Retail to share Customer Data and begin creative direct mail campaigns including loyalty initiatives for TC Escorted Tours.•Launched a Web based sales solution for the 800 plus Thomas Cook Retail store network and established a web coaching team to support the introduction. Achieved the initial usage target after just 3 months.

Operationally responsible for multiple locations in the UK and the P&L for each unit and the staff therein. Businesses included flagship superstores, city centre and market town locations.