Leading a team of strategic account vertical directors covering the EMEALA region. Building a strong foundation in C-Suite engagement to drive business outcomes focused on Net Zero and Absolute Zero sustainability initiatives. Deploying cloud based digitisation and optimisation tools with AI and ML embedded to meet Scope 1, 2 and 3 targets. Supporting customers in their transition from a traditional Capex / Opex model to a fully financed Energy as a Service model.

Responsible as the global leader on Strategic Accounts and manage numerous client relationships through strategic account planning and management. Maintaining and expanding on a year-over-year basis our existing market share of their Digital, Security, Fire, HVAC, building controls solutions and services. Building and maintaining internal relationships within both sales and operations, coordinating with numerous internal contacts in all regions of the world, be the single point of contact and representing all solutions and services in all domains.· Establishes productive, professional relationships with key personnel in assigned customer accounts.· Coordinates the involvement of company personnel, including support, service, and management resources, in order to meet account performance objectives and customers.· Meets assigned targets for profitable sales volume and strategic objectives in assigned accounts· Proactively leads a joint company-strategic account planning process that develops mutual performance objectives, financial targets, and critical milestones for a one and three-year period. Proactively assesses, clarifies, and validates customer needs on an ongoing basis.· Leads solution development efforts that best address customer needs, while coordinating the involvement of all necessary company personnel.· Achieves assigned sales quota in designated strategic accounts.· Meets assigned expectations for profitability. · Achieves strategic customer objectives defined by company management.· Completes strategic customer account plans that meet company standards.· Maintains high customer satisfaction ratings that meet company NPS requirements

Forming strategies and working closely with all public and private healthcare vertical key stake holders in the Pacific Region across new and existing hospital infrastructure projects.Coordinating with consultants, builders, developers, IT, mechanical and electrical professionals to demonstrate the value of entire product portfolio, including but not limited to the followingIoT Enterprise Integration and Alarm MessagingAnalytics and Optimisation SolutionsBuilding Management Systems (BMS)Access Controls (EACS)CCTV (VMS)Fire (Dry Fire)Energy Management Systems (EMS)Critical Alarm Monitoring (24/7) Patients, staff and operationsYork Chillers - Supply, commissioning and maintenanceAir Handling Units (AHU's) - Supply, commissioning and maintenanceAll of the above is driven through a complex sales process that requires proactively partnering with Senior Management and internal business units to implement processes and strategies to enhance the vertical performance, customer value and increase Johnson Controls market share and profitability.

Enabling integration through IOT to drive efficiencies and optimise the work place environment Promoting Honeywell Building Solutions integrated systems into the health care vertical. Key systems typically include BMS, Security, Fire, Lighting, power monitoring and 3rd party system integration into an enterprise integrated building management system.Connected services through Honeywell EBI IOT, Microsoft Azure, outcome based data driven analytics software as a service (SAS) maintenance.Public Private Partnerships (PPP) Energy Performance Contracts (EPC) and Total Asset Maintenance (TAM)Working with C level customers in NSW state health infrastructure, local district area health, consultants, builders, mechanical / electrical contractors, integrators and 3rd parties.Ensuring Honeywell customers understand our value proposition and our market differentiators that represent excellent value and offer business risk mitigation associated with a tier 1 provider.

Through restructuring of the NSW service department in 2016, an opportunity arose for me to manage solution service sales and operations for the NSW service sales and operations delivery team. Managing a sales and operations team was at times challenging but ultimately a very rewarding experience. Through individual coaching and mentoring of the Account Managers, Service Delivery Managers and Service Technicians I drove the transformation of our customer’s experience as part of the lifecycle services evolution strategy. Key improvements included increase in customer and employee satisfaction, growth in service solution sales, increasing service revenue and margins in line with departmental budgets. The role also required a strong financial awareness with full sales and service P&L responsibility that allowed me to be in full control of setting, managing and reporting of departmental budgets to the branch SLT and country VP. Day to day activities also included chairing branch sales and operations meetings, running monthly branch tool box talks, staff recruitment, collaboration with other Schneider Electric business unit’s sales and engineering staff. Promoting a diverse and open culture within the work environment whilst encouraging innovation with strong leadership have also been pivotal to this role.

My role was predominantly based around selling IBMS (Integrated Building Management Systems) maintenance contracts with our “Advanced Services Offer” to existing and new end user customers. The “Advanced Services Offer” includes the Schneider Electric Visualise, Analyse and Predictive Optimisation solutions. I was also tasked with selling small works projects, medium works projects, energy solutions and system upgrades to the latest integrated platform, Struxureware Building Operation. My KPI’s included maintaining 30% time in field, using the CRM tool Sales Force for regular updating of opportunities, pipeline management, account plans, coaching plans, customer records and cross business unit collaboration. A very good understanding of the client’s needs, our product range, the ability to estimate, generate complex proposals and presentations along with the skill to influence the decision-making process are all a daily part of my role. Contract negotiations and helping to bridge the gap between our own and customers commercial risk / legal teams to assist in agreeing terms became increasingly prevalent.Selling with confidence to C level executives, Senior Building and Sustainability Managers within my account base as well as consultants and mechanical / electrical contractors all made up my targeted audience with whom I’d developed a great rapport in NSW.In 2015 I was named Buildings Australia life cycle sales person of the year having exceeding my 2015 budget by a greater percentage than any other CAM in the country.

I took up the offer of employment in Sydney, Australia as a Solution Sales Business Development Manager. The role was based around selling our integrated platform known as Smart Struxureware along with associated energy solutions. The integrated solution encompasses BMS, CCTV, Access Control, CBUS / Dali lighting and energy management on a converged head end and IP network. My target vertical markets were commercial real estate, education, health, data centers, defense, airports, government premises and private enterprise. Account management and strong relationships is key to this role to penetrate “C” level customers at board level with the aim to work directly for the end user or principle contractor. Working closely with consultants and M&E contractors with responsibility for development of strategic relationships within target market segments.

Following a review of the Northwest projects business, I was offered the chance to move into End User Project Sales.My budget for 2012 contained elements of BMS, Security, Energy and Upgrades totalling $5M with some of the highest gross margins in the BMS controls industry.In this wide ranging role I was expected to survey, engineer, estimate and quote all my own work whilst liaising with consultants, main / sub contractors, and “C” level customers. Adherence was always made to company quality system procedures to ensure company risk was kept to a minimum whilst ensuring business continuity and efficiency. During this period I developed excellent commercial awareness and communication skills, a broad technical knowledge and a strong desire to succeed in a very competitive market. My account management skills had matured and the rewards for these developed relationships were being reaped. Whilst in this role I completed internal training courses on value creation, opportunity management & StruxureWare certification for sales.

An opportunity arose for what seemed like a natural progression into sales having already dealt with service contract renewals as the Service Delivery Manager for Manchester. In this role it was my responsibility to sell new service contracts generating new business whilst securing uplift work on existing service contracts. During this period I secured and uplifted some of the largest service contracts currently in the Northwest of England service portfolio. This included securing a 10 year service contract worth $510k per annum at Manchester Royal Infirmary, Airbus Broughton annual BMS maintenance at $260K per annum, securing a 2 year service contract at BSF Lancs to $280K per annum as well as an $1.4M BMS & CCTV upgrade at Royal Bolton Hospital. Several of the contracts cover multiple systems such as BMS, CCTV, Door access, Metering and Energy Edge as well as 3rd party BMS systems. Ensuring all contracts were sold within gross margin guidelines whilst complying with quality procedures was a daily compliance in this role.

As the Service Delivery Manager I was responsible for a team of 7 service engineers operating in Central and Greater Manchester, England.In Central Manchester I managed the largest service contracts in the Northwest portfolio which included the University of Manchester, Manchester Royal Infirmary, Manchester Metropolitan University, BBC, CIS, and various large Hotels at Manchester Airport. During this period we took on the maintenance of the entire Continuum door access system at the University of Manchester which went on to be the largest security contract in the UK by the time I’d moved into sales.I was instrumental in rolling out a quick response callout system and efficiently managed up to 10 to 15 breakdowns per day. As an SDM I conducted staff appraisals, interviews, WH&S updates, staff and customer training, effective account management, contract renewals, attended monthly business review meetings as well as ensuring smooth delivery of service contracts. Managing targets, budgets and presenting regular financial updates to the SLT all formed part of this role.

I returned to Schneider Electric as a Grade 1 Service Engineer but now had the added bonus of official Trend training gained from working for an accredited Trend system integrator. As a result I now had more Trend sites to maintain which further enhanced my skill set.I have also received accredited internal training from Schneider on their Continuum BMS and Access control products. This resulted in me taking over several premium customer sites such as University of Manchester, Blackburn PFI Hospital, QVC, Jaguar at Halewood, M&S Finance HQ in Chester, The National Aquatic Centre in Manchester and Fujitsu in Manchester.

This was a wide ranging role that meant carrying out commissioning, retrofits, service and pre-commissioning on Trend BMS systems. I received training on the IQ 1,2, & 3 series controllers, System Engineering Tools (SET) and power tools as wells as the latest Supervisor front end at the time 963.I’m also more than competent at using Doorway software at engineering level which is a 3rd party Trend supervisor headend.JBC is also a partner of TAC and I received experience of servicing the Vista product on several sites which JBC had installed.

Over a 2-year period I attained Grade 1 Service Engineer status having completed many internal training courses on the various Schneider control systems maintained and the different HVAC applications used.My time was mainly spent maintaining BAS 2800+, Sigma and Trend BMS systems, all associated HVAC plant, as well as modifying, and maintaining electrical control panels and equipment up to 415 volts. Analytics was installed and used on all my sites to enable a data driven performance based maintenance culture. I had responsibility for the facilities of several blue chip clients such as United Utilities HQ in Warrington, BBC in Manchester, Wythenshaw Hospital and Liverpool Airport.

As a RSE, I spent over two years in the Schneider Electric Remote Support Performance Centre / Bureau. During this period I was trained to support remotely the BAS2800+, Sigma and Trend BMS systems. We had in excess of two thousand sites with remote connections. The majority of them were permanently live connections where we proactively monitored sites for faults and carried out remote fixes, responded to customer enquiries for technical assistance and provided detailed management reports to demonstrate real value to our customers. I worked a continental shift pattern as the centre was open 24/7, 365 days per year. My BMS technical knowledge was developed over the period and made me very confident at supporting sites remotely. We maintained some very high profile sites such as over 200 hundred Police stations for London Metropolitan Police, British Telecom exchanges, several large hospitals, Universities, a national prison contract, premium offices and national retail outlets.

Having maintained a keen interest in Management since my NEBS qualification in 1992 I was given the opportunity to run the Northern Region Service Branch based at Warrington. Duties included managing Service and Commissioning Engineers, run the Service Office and the internal workshop. I have experience in setting and achieving annual targets, managing departmental budgets, recruitment, carrying out staff appraisals, following disciplinary procedures, Work Health & Safety and all other aspects of running a successful department.

Main duties involved commissioning the latest variable speed pumps which were sold as stand alone or part of pre packaged systems. These were mainly used on Cold Water Boosting, High Pressure Hot Water, Sewage, Final Effluent, Reverse Osmosis and all HVAC applications. All the above required an extensive knowledge of building services, pumping systems, control panels, carrying out electrical installations and modifications up to 415 Volts.

I would travel between 2 & 3 sites a day to service the full range of clean and dirty water pumps used in applications as diverse as chemical and pharmaceutical manufacturing, to CHP, Sewage and Final Effluent. This required a good Electrical and Mechanical aptitude as well as attending in house training on Site Health and Safety, Method Statements, Risk Assessments and COSHH regulations.

Carried out workshop repairs on the full range of industrial and commercial pumps. Maintained all workshop machinery through a preventive maintenance program. Learnt all about work health and Safety.Attended college on day release for 1 full day and evening per week for 4 years to qualify as an Electro Mechanical Maintenance Engineer.Work shadowed the Senior Service Engineer for the last 12 months of my Apprenticeship ready to progress into the Service Department.