Completing selected projects for busy companies,Example projects• Funding applications• Business improvement projects• Software research • Software implementation and training• Training matrix and plans, record keeping

Painting Big & Bold Abstracts for the office and home.

Gloucester Construction Training Group (GCTG) is a not for profit membership organisation funded by the CITB.The focus of this group is to:- Support training within the construction sector- Promote construction as a positive career

Managing the Gloucestershire Construction Training Group's (GCTG) Digital Leadership in Construction programme. This is one of six projects funded by the CITB to help the construction sector adopt digital solutions to improve business performance. The focus of The GCTG programme is to review processes or tasks that are repetitive, time-consuming or error-prone that can be streamlined or removed by the introduction of a digital solution. The programme will provide support such as:Identifying opportunities for business improvementEvaluating the benefits of digital solutionsMapping processes and designing new ways of workingManaging cultural change, overcoming barriers to digital adoptionIncreasing the knowledge of the digital solutions availableImplementationAn awareness of the technical considerationsPlease message me for more information.

Focusing on the pre-contract design and specification of a new 3,000m2 training centre.

Jointly led by Becta and the Learning and Skills Council, the Technology Exemplar Network was a successful approach to supporting learning providers' use and application of technology through peer support. Members of the Technology Exemplar Network shared effective practice and support through the exchange of experiences, knowledge and practical know-how.I was fortunate to have managed the Becta Technology Exemplar Network and enjoyed working with 129 providers from South Devon to Newcastle. It was a great insight into the use of technology to deliver and manage training. Not only did this experience increase my knowledge of learning technologies but also gave me a broader understanding of cultural issues and barriers to the use of technology.

In 1998 the main barrier to growth of the company was a lack of suitably qualified electricians. To overcome this problem I established an internal training department to develop our own apprentices. The strategy was to deliver all aspects of the framework ourselves using our own staff and facilities and I secured Government funding and obtained awarding body approval. The centre developed into a profit centre in its own right with a turnover of £1M+ and has become one of the leading providers of electrical training in the country. This included training advanced apprentices for other employers and delivering a range of electrical courses for around 2000 delegates a year.Establishing a centre from inception and overseeing its development until 2009 allowed me to become involved with all aspects of the management of training provision and as the director I instigated many of the development activities.Key milestones included:• 2009 Good and Outstanding Framework for Excellence results • 2008 Apprentice completion rates of 90%+ • 2008 Training Quality Standards one of only four providers with expertise in Building Services. • 2007 QIA – LSIS Learning and Skills Beacon status • 2006 Construction of a unique ‘house’ with innovative testing and fault finding facilities. • 2005 Grade 1 at ALI inspection for Leadership and Management. • 2003 Centre of Vocational Excellence in Electrical Installations • 2003 AM2 centre approved and openedAwards included:• 2006 Training Award - Building Services awards • 2006 Skills for the Future - NICEIC awards • 2006 Apprenticeship Award - LSC South West • 2005 Vocational Training award - Edge • 2004 Workforce Development - Gloucestershire Business Awards • 2004 Modern Apprenticeship Award - LSC National • 2001 National Training Special Award• 2001 National Training Award • 2000 Excellence in Training - Gloucestershire Business Awards • 1999 Training Initiative of the year - Building Services Awards

Clarkson Evans is a Gloucestershire-based electrical contractor that specialises in wiring new homes for major housing developers in the south west and South Wales. In 1997 when I joined the company it had around 35 employees and a turnover of £1M and by 2008 it had grown to over 300 employees and a turnover of £17M.As General Manager, Partner and Director I was responsible for the management of non-electrical matters such as accounts, health and safety, insurance, training, Quality systems (ISO 9000), bank negotiations, marketing, recruitment, IIP, the construction of facilities and implementing general operating procedures.Gradually over a number of years these responsibilities were past to dedicated managers and I focused on the development of Clarkson Evans Training.

I held various positions at Bovis Homes including: • Customer Care manager – In charge of all after sales matters. One of the most satisfying achievements was to computerise record keeping and the automation of many of the procedures. • Quality Manager – Supporting the construction team I was responsible for overseeing quality standards. During this time I also had wider remit for internal communications and designed and planned an internal conference and established improvement groups. • Site Manager – I had responsibility for a number of development that included specialist piling and precast foundations, major infrastructure work and the use of natural Cotswold stone. • As a District Build Manager I looked after a number of housing developments between Oxford and Bristol. These ranged from large developments of 3 and 4 bedroom homes to executive Cotswold developments.I also became in company wide projects such as IIP, TQM, designing and delivering a staff conference and the production of a regular newsletter.