This is the consultancy I formed offering specialist advice to clients, consultants and contractors on the most effective use of off-site construction techniques and modern methods of construction using the knowledge and experience gained from over thirty years in the industry.

My extensive experience in the modular construction industry allows me to act as the industry expert to MGI. My career in the wider construction industry includes site investigation, ground engineering, contract management, commercial management including oversight of the design process before being appointed Managing Director of a refurbished modular building business and then of Yorkon Ltd, the permanent modular building arm of Portakabin Ltd . My extensive knowledge of both manufacturing and construction has allowed me to develop close working relationships with major contractors and clients and I am used to delivering large and complex projects on time and on budget. In all the businesses I ran I grew both turnover and profit.

This SME manufactured, sold, installed and serviced specialist doors. The company had financial support from Finance Yorkshire and I represented their interests. I also assisted and challenged the management.

I was appointed by the Portakabin board to take responsibility for this £10m investment by the Group. The Pioneer project involved the development of a completely new off-site construction building system, the installation of a manufacturing plant and the introduction of a new 3D, design to manufacture, specification process. The role was to oversee this and manage the commercial launch of this new product into the UK market.

Full profit responsibility for the business which I grew from £25.7M in 2005-6 to a turnover of £40M with an operating profit of over £4.5M employing some 60 staff. I built a stable consistent profit performance leading to growth from year to year. This was achieved by focusing on specific market sectors and by building strong business relationships with major clients such as Tesco, Sainsbury, Skanska, Interserve and Laing O’Rourke. My main achievements at Yorkon were:-• Recognizing and developing the potential of the business• Raising the profitability of the business to a new level and keeping it there• Developing the people to keep pace with the growth in turnover.• Introducing factory cast concrete floors into modular buildings, an industry first and a real game changer.

The business specialised in the purchase, refurbishment, sale and hire of pre-owned modular buildings. I grew the turnover of the business from £7.5m to £10.0m and the profits rose from below £0.5m in 2001 to over £1.5m, in my final year, 2005. I undertook a full review of the newly acquired business and reorganised the management structure to bring more focus to the operations and to make the best use of the abilities of the staff. I also reviewed the refurbishment processes, the use of the workforce, the storage area and workshop facilities and made significant changes in the use of the plant and buildings and the employees to improve the efficiency of the operations, the quality of the product and to establish control of the cost and quality of the refurbishment and ensure programme delivery. These improvements involved significant change to the way the business operated both at a practical level but more significantly, culturally

The design and build business had a turnover of £11M, within Yorkon Ltd, which had a total annual turnover £22M and as the Operations Manager I had full profit responsibility for the design and build.The position involved running a sales force, designing and tendering using a team headed up by the Commercial Manager and delivering the projects from order to final account using office and site staff under the control of the Project Managers. The company operated throughout the UK and includes a number of blue chip clients within its portfolio.

Responsible for the Commercial office operation, design, tendering, contractual matters, negotiation of orders and settlement of final accounts including claims. Some 60% of the turnover was from repeat clients. During this period the turnover rose from £7M to £18M.

Initially employed as the Regional Manager for the north-east region looking after two depots carrying out pallet collection, manufacture, repair and delivery using a workforce of some 20 and a small sales force. I later assumed responsibility for the sales of the company’s pallet recovery, manufacture and repair service to the agricultural pallet sector on a national basis.

Keller is an international ground engineering company. I was asked by the CEO to take over responsibility for a run down drilling and grouting operation, which at the time I took on the role had no work, two foremen, one operative and old out of date plant and equipment.. I replaced the out of date plant and working practices with modern plant, equipment, production techniques and built up a new work force. During my time in charge I turned round the £0.5M turnover loss making operation into a £2.5M turnover operation making profits of £450K. I also launched a new specialist grouting technique into the UK, from Japan, which allowed the business to move from a low skill operation to one able to command premiums for the specialist work it was able to offer.