Graham Cook Email and Phone Number

I returned to my consultancy roots. Focused on starting or unsticking and then delivering difficult projects around change, complex partnerships and infrastructure schemes.First two projects which started in April 2014 aptly meet this description, with both clients asking me to drive forward complex schemes which have been delayed.First project now completed successfully with sale to social landlord. Second scheme for major leisure centre gained Cabinet approval and is now open.In addition povidedstrategic support to a major service and technology company.In July 2014 started to lead a change programme to drive agile working and evaluate shared service opportunities for two district councils. First two shared services went live April 2015 and major technology and change management procurement completed July 2015. The two authorities have now adopted a complete structural shared service programme and become a joint authority.In January 2015 appointed as Programme Manager for a major arts, sport and tourism based regeneration project. £54m budget working on a range of high profile listed buildings, ambitious revenue payback and a four year timeline.First phase just delivered with £2m reinstatement of original 60s facade to Grade 2* theatre. Completed the work on the exterior of Grade 2 Victorian playhouse theatre. Planning Permission for whole scheme gained November 2015 and funding approved for the scheme in December 2015. New Tennis Building (The Locker Room) and irrigation system complete and in action at the 2017 International Tournament. Additional practice courts complete for the 2019 tournament. Main contract for major refurbishment of the Congress Theatre and construction of a new exhibition complex with associated landscaping, was completed in March / May 2019. The Congress Theatre reopened with a sellout performance by the London Philharmonic Orchestra. Led the business case and design for a major swimming/leisure complex.

infrastructure projects, public and commercial partnerships, community safety redesign, driving the health agenda, creating change, mentoring colleagues and teams

Managed 300+ staff in the delivery of both outward facing and internal services. Particular focus on customer service, cost effectiveness and innovation. Also led personally major construction and ICT projects.

Carried out work across the public sector with particular focus on strategic options analysis, outsourcing v internal delivery , the use of tax efficent delivery vehicles, procurement and performance improvement. Clients included national government, local government and the private sector.

Project work including system design, outsourcing, market testing and procurement. Clients ranged across local and national government.

Wide range of roles as I gained my professional qualifications. When I left I was the deputy Chief Officer at the 300+ staff DSO responsible for Finance and Business Systems