Providing strategic advice to KAIKAKU, a VC-backed venture poised to redefine the F&B industry through next generation technology - Robotics and AI.

Appointed to the board to support the Club's ambitions to become the pre-eminent supporter-owned club in the EFL. Exeter City Football Club, nicknamed 'the Grecians'​, play their football club in Sky Bet League 1, having achieved automatic promotion in season 21/22. Appointed to Chair the Academy Technical Board in early 2024

An advisory support group to the RNLI executive in order to enable the development of the commercial income within the RNLI

Appointed as the first external director to RNLI (Sales) Ltd in order to support the growth of the charity's existing and future commercial revenue streams.

Privately owned. Appointed as chair following investment from Hattington Capital in spring 2015. Having successfully survived the challenges of the pandemic, the business is currently experiencing a period of growth due to demand for the brand's healthy offer through several new routes to market - franchise, concessions, B&I relationships, and product supply to retail - in addition to our remaining core stores.

Privately owned. Appointed post-investment to chair 200 Degrees Coffee and assist the co-founders and team to evolve and grow their market-leading business model of premium coffee roasting, coffee shops, retail, wholesale and subscription coffee and barista schools.

Privately owned. MBI in 2011 supported by YFM. Bagel Nash produces over 21m artisanal bagels each year in its Leeds bakery and currently distributes through 14 Bagel Nash "Coffee & Bagel" stores as well as through foodservice and retail customers in the UK and across Europe

Responsible for the transformation and turnaround of the UK’s leading independent premium chocolate brand up until the board-recommended offer from Ferrero. Vertically integrated with it’s own UK based factory, Thorntons distributes through a flexible multi-channel sales model including Own Stores, Franchisees, Online, Internationally and via substantial and fast-growing Commercial sales including the UK’s top grocers.• Delivered turnaround through new Corporate Strategy initiated in July 2011 focusing on rebalancing the business, revitalising the brand and restoring profitability.• Radically restructured the retail estate, growing the FMCG division (wholesale) strongly, reducing costs and restoring profitability. • Delivered progressive trajectory in EBIT margin, recovering profits from £0.9m PBT in FY12 to £7.5m in FY14. • Established clear brand positioning and identity and progressed a comprehensive range re-categorisation and packaging refresh. Improved brand metrics.• Established plans for international growth with early success.• Following the successful delivery of the first 3-year plan, laid out plans to further transform the business into an international FMCG business with the multichannel UK retail business as its largest customer.• Board-recommended offer from Ferrero in June 2105 at significant premium, with apparent plans to accelerate this strategy.

Responsible for the rapid growth and successful development of Caffe Nero, the UK's top-rated coffee house brand, in the UK. Part of the MBO team that took the Plc private in February 2007. Reported to Gerry Ford, Founder, Chairman & CEO. • Doubled UK portfolio to 400 stores maintaining Nero’s leading position with consumers• Consistent L4L sales and EBITDA growth and improving gross and net margins each year• Introduced EPOS and refocused the business around a Commercial Plan• Improved customer satisfaction and reduced complaints by half through focus on customer experience• Successfully developed and launched new Nero Express format• Introduced standard retail practices• Developed a professional retail infrastructure and evolved a development culture

Responsible for leading the development and growth of the Abbey retail branch network (740 branches) in line with the then "new Abbey" strategy. Exited following the takeover by Santander.• Created new leadership team and support structure• Addressed management capability esp. area managers • Established operating plan to improve customer experience and sales performance• Delivered new branch location strategy and obtained approval for network investment strategy • Halted decline in new business performance with positive trends emerging through Q4/04 into Q1/05

Responsible for the development of Woolworth’s out of town non-food hypermarket format. Member of the board of Woolworths Plc. Chair Woolworths Trading Executive. • Re-branded and aligned the business with Woolworth’s main-chain• Led strategic review of big W, establishing new customer-focused vision• Created high value asset (Subsequent decision to integrate big W and reduce out of town space released significant cash for reinvestment)Also held board position with British Retail Consortium (October 2003 to Feb2004)

Responsible for the exploitation of a contract with the National Union of Students that granted ITM exclusive and extensive marketing rights. Business developed ahead of IPO, aborted due to market conditions following which additional funds secured and business restructured.

Group MD – PC World Int'l (Jun 2000 to Oct 2000). Managed the initial development of the PC World format as a multi-channel brand into continental Europe. Initially focused on France, Spain and Scandinavia. Group MD – E-Commerce (Jan to Jun 2000). Developed the Group’s new e-commerce business outside of the core retail brands. Led a pure-play start-up in France as well as @jakarta, the multi-channel software retailer. Group MD – Dixons Retail Group (Feb 1999 to Jan 2000)Responsible for Dixons, The Link, @jakarta and Dixons Airport Trading. Turnover c£1bn, 600 stores. MD – Dixons (Sept 1996 – Feb 1999).Turnover £700m, c350 stores. MD – The Link (Jan 1996 – Sept 1996)Responsible for the chain's early development and rapid growthMarketing Director – Currys (Jan 1995 – Jan 1996)Responsible for a marketing budget of over £25mMarket Development Director – Dixons Stores Group (April 1994 – Jan 1995)Developed and launched The Link. Introduced and developed Dixons Tax Free in the UK’s airports. Introduced music and video software into Currys and “high density merchandising” into Currys.Divisional Director – DSG (August 1993 – April 1994)Operationally responsible for over 200 Dixons and Currys stores in the Midlands Division.

Ensured the maximum support for the launch of satellite TV in the UK working with broadcaster clients (eg Sky), retailers, installers, manufacturers, regulators and media.

Successfully developed and launched the Business Centre in-store concept, a precursor to the Group's acquisition and development of PC World.Managed the successful launch of satellite television across Dixons and Currys.