Leading service division sales effort and developing our offering within our chosen locations. I am responsible for evolving our sales and route to market strategy to ensure we develop our service above those of our competitors. We will do this by embracing new technologies to bring digital services and SAAS into play where this can help with creating value and compliance for our customers. This will allow us to grow our service revenue in a manner that benefits existing and new customers, and allows them to take full advantage of new functionality to demonstrate statutory compliance.

Based in the service division of Pyrocel, focussing on business growth with end users, I have been successful in winning several large new accounts and growing some established clients. Our organisation continues to evolve and grow at a rapid rate and our offering sits in an industry sweet spot. We offer a professional service with close account management where this suits our clients, putting us ahead of other locally based fire and security companies. We providing a quality and depth of service which we believe also exceeds that of our usual global corporate competitors, while remaining more agile and commercially competitive.

Senior Account Manager working in the National Accounts Team. Worked with several large national infrastructure clients to manage their security and fire service / growth program requirements.

Key account manager covering the North of UK. Also actively participating in the initiative to grow the service base for Honeywell Building Solutions UK in our target vertical markets. Success in 2016 and 2017 in securing some large University and NHS fire and security service accounts. I closed out 2017 at 193% of target contributing $4.5M in revenue and being awarded a President's Club place.Overdrove plan in 2018 and 2019. Left this role to explore a national accounts role with Stanley Black and Decker's Security Division.

Driving operational improvements, maximising the value of the asset base while ensuring a tight control on operational costs. I was responsible for monitoring and continually improving standards of performance and quality within the operation, to meet KPI. Leading a team of 30 staff including 3 direct reports that manage their own teams of technicians and supply chain. Financially managing a £3M P&L across multiple contracts including Ministry of Justice, University of York, Places for People, Durham County Council, Virgin Money, Covance Laboratories. I also gave input in new bid development and client retention including sales presentations, costing and final sign off plus existing contract evolution through innovation. I was able to ensure ongoing improvement of customer service standards across the area through regular client liaison to understand their needs to then create specific delivery processes to meet their demands.Development and implementation of improved employee engagement strategies ensured that staff performance was maintained at a good level whilst ensuring that attrition was low. This was achieved through a performance and development system that was embedded in all activities so defined goals at the outset were achieved through the delivery of our day to day works ensuring that the workforce were empowered to work towards the business annual operating plan constantly.

Responsible for directly managing a team of high performing technicians working on building technology service contracts including fire alarm systems, Emergency lighting, Building management Systems.

Covering planned preventative maintenance duties on an assigned customer base. I effectively planned and delivered this work building excellent relationships with both customers and colleagues. After one year, changed to covering exclusively reactive and commissioning activities where I excelled and developed a highly technical knowledge of all operational principals of the Gent product. I was regarded as a technical expert for the team in which I was then working, being relied upon by both colleagues and customers alike.

Electrical apprentice from 1992 to 1996, then primary electrician for all campuses 1996 to 2000. I was charged with co-coordinating all planned maintenance tasks including fire, PAT, periodic building testing. Worked closely with the estates management structure to ensure all planned and project works were delivered on time and within budget.