Board Member for Scale Space LLP (Joint Venture with Imperial College London) to oversee all aspects of the investment, construction, and operation of the innovation hub in White City.Manage relationships with key stakeholders: investors, debt providers, JV partners, tenants and landlord. Oversee all design and construction, operational activities, and services in the White City property. Develop the workplace to maximise collaboration, and increase productivity, of ventures in the community..

Restructured legacy assets during Covid-19 pandemic:-Developed and executed strategy for disposal of former HQ building in Hammersmith HQ building. Leased to government agency to enable asset sale to a Hong Kong institutional investor.-Negotiated and executed sale of Manchester workplace business with surrender of leases in declining market.Developed strategy for expansion of Scale Space university-connected technology and innovation hubs. Created proposition and led discussions and with potential partners, equity investors and lenders.Created a placemaking scheme for a theatre, event, and hospitality venue in White City. Agreed terms with developer / operator and secured landowner approval.

Advised landlords on strategies to install serviced office operators, co-working or other flexible workplace options to improve financial performance versus more conventional dealsDeveloped a roadmap for a government organization to generate income from its leasehold and freehold office portfolio.Evaluated options for the real estate portfolios of companies undergoing transformation and implemented property strategies that support changing business requirements.Developed pitches to acquire new business for Instant’s property outsourcing function.

Managed the financial control for 1.5 million square feet of corporate properties in EMEAwith an accounting team based in Bengaluru.Reported to global CFO for CSRE and supported EMEA leadership team on all businessplanning, financial budgeting and management reporting activities.Agreed annual budget with internal clients (Trading, Banking, Technology) and executedrecharges and billings for over £400m of services.Prepared financial models to test the viability of new £1bn London headquarters. Assessed impact of building design, procurement and operating processes on future costs.Led financial analysis of strategic options for the real estate portfolio across EMEA. Evaluated cashflow and P&L effects of strategies: stay versus go, sublease, renovation, footprint reduction etc. Led team of 5 finance business partners to drive value in key contracts for facility management, hospitality and travel.Performed financial analysis to support decision-making on all sourcing activities. Advised procurement and contract managers on key financial and commercial issues.Implemented mechanisms to measure vendor performance and manage contract throughout the lifecycle.Reviewed pricing and ensured fee structures were appropriate for each service and cost environment.Managed organisational development of team of over 30 finance professionals in Bengaluru.Oversaw recruitment, restructuring, performance management, career planning, and outsourcing to build a sustainable and high-performing team.Led all CSRE graduate and intern recruitment and built processes for future hiring.Managed the talent of 100 person CSRE organization in EMEA as part of senior leadership team and People Development Committee.

Financial Management of Real Estate PortfolioLed a team of 20 finance, procurement, and quantity-surveying professionals.Evaluated and managed various real estate options to support business strategies: growth in India, expansion into lower cost facilities in Hong Kong and Singapore and footprint consolidation in Australia and Japan.Managed the decision-making process to optimise capital expenditure during Financial Crisis. Cost ReductionCoordinated cost reduction efforts (on base of £500m across Asia) in conjunction with Chief Administrative Officer during the Financial Crisis. Vendor Management & GovernanceLed implementation of Vendor Management policies across all divisions in GS in Asia Pacific as required by new regulator on conversion to Bank Holding Company.

Partnered with vendor managers to drive cost savings from contracts with airlines, hotels, and many service providers from the hospitality and document management industries.Led decision-making for global deals with airlines and hotels (£350m per annum).

Provided financial support to managers of Delta services in sales, marketing, reservations and airport customer services.Analysed flight profitability and supported projects to outsource services at airports on change in regulation.Evaluated opportunities for new revenue streams from different sales channels and from insourcing reservations of other travel organisations into Delta call centre.

Hired on corporate management training programme for graduates.Trained in all aspects of managing finances of a production facility through a period of decline from double-digit returns to break-even as a result of over-capacity and price war in the corn milling market. Managed full P&L at the end of each financial period. Performed analysis to support decision-making for capital investment and marketing spend.