D J Lewis & Associates Ltd enables CEOs, and their business to win in the most competitive landscapes imaginable.So what do we do?Imagine moving quickly and sustainable from where you are to becoming the best in your industry. That is what we do. We work in partnership with you and plot a course to enable you, your team and your organisation to become Peak Performing.Over the last 30 plus years, we have led seven international research projects, the findings of which are only available to our clients, that act as the foundational materials to drive transformational change. We organise individual, team, and organisational transformation into three parts.One- Seeking- Starts with discovering insights in the challenges you face and together we define the purpose of what we do.Two -Seeding- Takes the tools, leadership and capabilities that enable concepts to take hold. Seeding processes for young businesses are different for mature businesses, and this must be recognised if real problems are to be solved.Three Scaling- focuses on the implementation of new ideas, and once implemented discover what adaptions are required to keep the implementation relevantAlthough the steps above are linear, in reality the implementation process is often dynamic and iterative. We drive transformation, 1-2-1, in teams and through entire organisations, often the consequences of this is significant growth and improved profitability. We have guided individuals from Operational Managers of a £20 m businesses to become CEOs of billion £ businesses. We have taken unknown teams to become leaders in their industry. We have taken unheard of organisations to become leaders in their industry. If we can do that for them, imagine what we can do for you! Please reach there is real support that we offer.

This role involved building a board of Directors from inception, supporting the development of its owner and CEO, developing the organisation's first senior leadership team and facilitating the development of its first five year strategy to support external investment.

The Chair and leader of the board for Abbey Glass a Circa £6m turnover specialist glass manufacturer and installer. This role involved establishing and running the new board to facilitate the new ownership of the business, developing the first ‘proper’ strategy for the business, and recruiting key members of the executive team to establish a new phase of growth and development for the organisation.

The Chair of Synesi Property Ltd and MyHowzer Ltd, a property and a building organisation that buys and converts commercial and residential properties for sale.

Synesi had one aim – to help build peak-performing leaders and businesses.

I was an award winning chair of Vistage in the South-East of England. My member companies came from a wide range of non-competing businesses, but were all able to help each other. For me, the magic of Vistage happened when the group focuses on the issue of one individual, and through their experiences, knowledge and compassion are able to find suggestions and solutions that the individual could never have come up with on their own.

One of the practice heads of OD in PKF with responsibiliteis for HR, Leadership, Coaching and Organisational Change.

As a director, revised the corporate strategy and implemented the operational and people plans that grew the business by 300% in 2 years.•Partnered with the CEO of BAM Nuttall to lead a people based transformation programme that enabled it to become the most profitable civil engineering company in the UK and simultaneously redefined all the elements of the HR function.

Line managed a team of consultants who led a large-scale organisational development and change programme for Morgan Stanley and the Department of Works and Pensions.•Led business development opportunities that delivered over £1.5m to the bottom line.•Designed delivered and evaluated the VP development programme world wide for Morgan Stanley using cutting edge delivery methods, executive coaching and action learning.•Designed, won and implemented a major tender for DWP

Founded two HR consulting and organisational change businesses in the UK and South Africa that grew to over £2m in turnover and a team of 12 people over a four year period.•Restructured the HR function of Macdonald Hotels & Resorts across the UK and Europe and designed and implemented a new competency based process and performance management system.•Led senior management development and coaching interventions that transformed the culture and performance of Natimba Power Station in South Africa, which resulted in the GM being promoted to the main board.•Project managed a 2 year international organisational change programme that improved the performance of a £450m turnover, international construction business by over 20%.•Project managed the turnaround of 10 multi million pound businesses back to profitability with Macdonald Hotels & Resorts and facilitated the creation of a new vision and operational plan for the remaining 60 properties in the portfolio, which led it to winning several ‘hotel of the year’ awards.•Also, successfully facilitated with the leadership team of The Cromwell Hospital the creation of a new strategic plan that secured an additional £10m in funding. •Project managed the design and implementation of the performance management system for The London Stock Exchange.

HR and Change Director for a multi national telecommunications, recruitment and software company based in UK, USA, Switzerland, Germany, Italy, Spain and South Africa.•Built the HR function from scratch to provide a full HR Service to over 400 people, leading a team of 4 HR managers. Worked in partnership with the Chair and CEO to conduct a profitable sale of the business. •Project managed the people side of a £10m acquisition of a software house in South Africa that employed 140 specialists, and then aligned the new business with the parent company.

•Project managed the development of new European wide Performance Management and Recruitment Systems for Ing Barings, Morgan Stanley and Esso.

•Redesigned the HR function worldwide for Jardin Insurance and recruited the senior HR team who exceeded all targets over the next two years.•Designed and implemented a 360-degree evaluation process for the senior 200 people in Esso and Unilever and then created bespoke leadership programmes to take the senior population forward.

•Led the people side of the re-engineering project for the insurance business, which found over £3m annual savings.

•Oversaw the organisational change process for two trusts•Also managed 6 staff that provided a complete Learning and Development service to 2,700 multi-disciplinary professionals across the two Trusts.

•Delivered post-graduate courses in personnel and general management.•As Team leader for post graduate management studies participated in a research project with the College Principal to the USA involving visits to major organisations in both the public and private sectors to establish best practice. •Led a cultural change programme for the Aluminium Company of America

•Responsible for the full profit and loss for the largest store in South Wales and the development and welfare of the new Deputy General Managers for the region.

•Managed all departments in a Tesco Store and became the Deputy General Manager in the highest performing Tesco store in the UK with responsibility for over 130 staff.