The trust is split into two, with one half donating approx 3/4 of a million pounds a year to other charities and the other half a 2000-acre country estate. The estate consists of 64 properties, four farms, a pub, a post office, an arboretum with a visitor’s centre, a café, children’s playgrounds, and a country house that was developed into a wedding and conference venue, a hotel, and holiday lets. I was initially employed as a consultant and was tasked with creating a business plan to take a very ageing business from loss to profit through the changing in the company's strategic direction and by building and diversifying the strategic team. This I did, and the business was profitable in 6 of the seven years since, and the estate value has increased by over £10 million. I was promoted to the role of Chief Executive in 2015.During my time as Chief Executive, we were awarded with Best Countryside Venue 2020 and Best Venue (Other) 2021 at The Wedding industry Awards.

- I provided problem-solving solutions and led trouble-shooting investigations for a variety of companies, including those within the building, restaurant, residential, automotive, and industrial trades.- I helped boards and teams to transition through strategic development due to acquisition or change.- Identified and resolved issues in human resources and recruitment to enhance company development.- Inserted into teams by management to troubleshoot affiliate businesses and teams.

- My key responsibility was to overcome the logistical challenge of relocating manufacturing to China from the United Kingdom, which enabled the company to compete with cheaper exports.- I attend trade shows across the UK and Europe and then liaised with manufacturers on any stock orders placed.

- With over 200 sites across the UK, this was an acquisition that I was tasked with integrating into the new ownership.- I was responsible for the negotiation and outward pricing of all new products and services with external stakeholders.- Investigated inefficiencies and shortfalls, ultimately reducing company losses by over £700,000.- Identified issues with the sales team and, subsequently, Increased turnover by £1,500,000 by restructuring the sales force.- Modified the depots’ abilities, enabling them to sell and service customers directly, which enabled the restructuring of stock payments worth £800,000 to maintain liquidity.

- Initially tasked with increasing penetration within the UK, I opened 10 new style depots across England whilst simultaneously reducing depot start-up costs by 44%.- Once the ten-depot trial was proven to be successful and the next phase agreed and signed off by the board I then sought and negotiated a further one hundred parcels of land and or buildings to allow construction/building of the new style depots.- Oversaw the management of the new depots, including the employment of staff and the development of effective teams. - Identified and developed relationships with suppliers, including Citroen that saved the company £310,000 per annum.- Negotiated and implemented warehouse and distribution solution servicing at ECP sites. Arranging deliveries, staff and vehicles for 5000 product lines.