My role sits in the Operational Management team. I oversee all activities related to Leasehold and Contract Management as first point of contact. Working with leaseholders staff, solicitors and elected members.• Manage a team of Housing staff, interviewing, terminating and carrying out Individual Action plans and engaging with external recruitment partners. Working to the Organizations policies and practices at all times.• Manage, monitor, resolving issues and monthly reporting on Leasehold and commercial properties. Calculating service charges and Writing new HOT for commercial leases.• Complete: LPE1, RTB1, RTA1 and searches on Land Registry, initiating property inspections for valuations, discount confirmation.• Investigation of disrepair claims and lease breaches.• First point of contact for insurance claim investigations passed through to the insurance team.• Work with asset management on property repair and new build service charge calculations.• Checking and processing Shared ownership applications and staircasing queries.• Issuing S20 section notices with respect to commercial and residential repairs.• Compiled the ITT for the Grounds Maintenance contract and negotiated OJEU.• Carry out site investigations and analyzing survey results for long term strategic financial investment to report to board for the forthcoming business plan.• Responsible for the coordination of gas safety checks and other compliance issues.• Managed an Independent Management company for a group of residents ensuring yearly accounts and site maintenance contracts and an annual AGM.• My Employment Contract in the main was to sell off all the organization’s market rented stock to raise funds for the new SPV Property Development arm. This raised over £2m and was a complete success. Challenges included issuing S21 notices, disputes, allocations and working with vulnerable residents.

I have managed 32 major regeneration projects affecting over 400 tenants with an overall budget in excess of £3.8 million. Calculating 5 & 30 year NPV's meant these projects successfully transformed problem properties into thriving cohesive communities. Coordinating the transfer and of the Councils commercial properties and subsequent day to day commercial lease and property management.Securing funding of £150k from the national competition "Retrofit for the Future" initiated by the Technology Strategy Board. The funding successfully refurbished an existing tenanted property with the latest energy saving measures. The aim: to carry out valuable research with the Energy Saving Trust and Salford University, that monitored tenant behaviour. Currently managing the freehold reversion/extension process for Bolton at Home' rented properties. In addition, working towards a Financial Data Warehouse methodology of calculating a total stock NPV for 5 & 30 year strategic financial business planning, identifying and targeting prudent spending.

2002 - 2003; I managed 24 staff, comprising 9 installation engineers and 15 production engineers. My duties were to plan the monthly manufacturing routines and resolve production problems, approve procurement of all manufacturing components and machinery. In addition I employed, disciplined and motivated the workforce when necessary and ensured all members of the workforce were appropriately trained in health & safety. I also improved processes and reduced manufacturing costs working strictly to a budget. I attended monthly budget meetings and updated sales outputs. My greatest challenge was to implement a change program, improving working methods and procurement, which saw profits rise from £1.2m to £1.8m in 2004.

Otis Limited/UTC; I managed a staff of 5 designers. My duties were to ensure all UK salesmen, site engineers and estimators had the correct specification of components to complete sales orders. I was required to liaise with the manufacturing factory in GIEN Paris, suppliers, clients and architects. I also advised and trained all UK engineers and office staff on issues of Health & Safety (toolbox talks). I reported at month end to senior management on contract status relating to sales targets. My greatest success was in 2000. It was my duty to introduce the new GEN2 range of elevators to the UK market culminating in the launch and subsequent best ever annual sales figures in 2001, from £18million to £27million.

I managed new design projects relating to vehicle tippers. Designing new product ranges from concept to finished detail drawing and manufacture. My greatest success was in 1996. I designed a range of aluminium, light weight vehicle pumps called the "SunFab" range, where it quickly became a market leader. I attended many vehicle sales seminars promoting the new design, helping to convert many sales orders.

My duties were to design to MOD specification new ranges of searchlight equipment, and to plan manufacturing and assembly routines. My greatest success was when my design of the 2.5inch signalling searchlight was included in Jane's Military Procurement Book, where it is still a market leader.