Member of Board of Management for the college, with specific key roles on the Finance Governance Committee and New Build Committee

Reporting to the Divisional MD, accountable for client facing turnaround and internal process improvement. Programme managed transformational change activities to improve productivity, establish process controls, reduce business risk, and create an enhanced delivery model and client relationship within a culture of innovation

Reporting to the BAA Group Executive, responsible for delivery of Finance, HR, and Contact Centre shared services for BAA’s 7 UK airports, including Heathrow. Leading 425 staff to deliver optimum customer service, annual productivity gains, and regulatory compliance. Work with airport Managing Directors and BAA Executive to identify and implement new services and further reduce airport cost base whilst improving customer experience.  Led teams through a service improvement and culture change programme to deliver significant business change across multiple disciplines. Utilised 6 sigma lean framework to deliver business change and improve levels of service. Headcount reduced by 23%, with enhanced customer satisfaction. Successfully set up PMO to support sale of Gatwick and Stansted Airports and reorganise the shared service centre to meet the demands of the Competition Commission.

As number two to the Managing Director accountable for leading client relationship management and 6 sigma process improvement activities.

Reporting to the Managing Director; responsible for the management and growth of retail income including car parking and advertising revenue. In addition to growing £30million revenue stream, also accountable for all operational elements of airport retailing.

Reporting to the Operations Director; accountable for operational efficiency, safety, and customer experience. Budgetary accountability in excess of £5M, leading 95 staff to deliver an optimum airport customer experience. Responsibility extended to contract management, airline and 3rd party customer relationship management locally and nationally. As an integral member of the senior management team played a key role in the allocation and delivery of capital expenditure (circa £15M/yr), incident/crisis management, and the airports long term development strategy.

Primary point of contact between the operation and the German sales teams for two of the top ten European automotive sub suppliers. Promoted electronic system solutions, and partnered with sales team to ensure customer focus, market share and profitability. Client relationship management achieved through regular travel to European car manufacturers and sub contractors.

As integral member of the marketing team, responsibility extended to both new product introduction and product support activities. Liaised with field application engineers to act upon market trends, customer requirements, and competitor challenges.