Back in 2012, Steve Puckering and I set up SMART, to give our clients independent, impartial advice on their AV, IT, Communications, Security and Navigation systems. We’ve delivered so much more over the years to become recognised as the industry's leading independent technology adviser.We work with some of the world's leading manufacturers, using the latest technology, to design the smartest solutions for you. We not only help you to create amazing technology for you to enjoy, but we reduce your project's risk and costs, by fixing unworkable specifications and solutions that fail to meet your expectations. With a combined 50+ years in the marine business, we’ve seen it from both sides. I spent over two decades as a supplier, working for Jotun and then Advanced New Technologies, negotiating contracts, writing quotes, dealing with shipyards and selling to yacht and commercial ship management companies. As a result, I have an unparalleled understanding of the issues – commercial and technical – and superb contacts, which I put to use on my clients’ behalf.If you need to ensure your new build or refit project delivers the smartest technology, is properly specified and costed, please drop me a line at i.dixon@smartadvisers.com. The SMART way is simple.... we - LISTEN,- DESIGN,- DELIVER.

Humber Local Enterprise Partnership drives the growth of the local economy. As a voluntary member of the Investment Board, I’m involved in and contribute to decisions on business grant and loan applications, drawing on my extensive commercial experience and expertise.

Company now acts as a vehicle to seek out opportunities in the marine sector, either indirectly through its existing subsidiaries, or directly via new investment.

North Lincolnshire Homes is a social housing provider with 10,000 properties, £35 million turnover, and 300 staff. As Director of Finance, I was responsible for managing its £105 million long-term facility and 35-year business plan. I also successfully negotiated a £1.6m grant from the Homes and Communities Agency to part-fund the build of 68 new homes – making NLH the only successful bidder in the region.

ANT provided cutting-edge Audio Visual and Communication solutions, primarily to new-build superyachts across the world. As Finance Director, I worked across all areas of the business to remove costs and introduce new processes and methodologies, focussing especially on cash-flow planning for new-build quotations. My experience negotiating payment terms as a supplier now directly informs my work at Smart, as does my experience interacting daily with some of the world’s best shipyards, including Lurssen, Amels, Feadship and Blohm + Voss. I ensured that projects finished successfully, on time and on budget, and developed in-depth knowledge of the pitfalls and opportunities that arise from managing long-term contracts. The company was eventually sold to an overseas buyer following a due-diligence process which I was instrumental in managing.

I joined Bankside, a leading supplier to the caravan sector, as Finance Director for a five-month tenure at a time of significant upheaval in its market. Working with the board of directors, I quickly got to terms with the key issues facing the business and helped put together a restructuring plan to move their breakeven position down to a monthly sales figure of £0.75m, from just over £1m. I also successfully negotiated the payment of a large debt owed to the business and avoided a claim on its credit insurance, helping to secure its renewal at an affordable premium.

I joined the business to provide expertise in acquiring and integrating businesses into a profitable company looking to expand its sphere of operations. Internally, I evaluated and reorganised its operating procedures ahead of leading an IT project to replace its bespoke system with one that would support a growing business.Externally, I worked with the MD to look at potential new geographical areas, new market sectors and potential competitors as a means of growth.

Part of the senior leadership team that managed the College’s progress from a ‘Good’ Ofsted rating to an ‘Outstanding’ one in 2008. I was recruited to bring a business perspective to the College and to challenge the current leadership and direction of the College in a changing funding environment. Turnover c. £50m.I took responsibility for leading the College’s financial evaluation of Harrogate College prior to its intended acquisition from Leeds Met in July 2008. I re-organised the Finance, IT, Estates and Student Information departments to refocus their efforts towards their customers, improving the quality and scope of their service. Reduced headcount by more than 10% with a corresponding reduction in salary costs.I recruited a professional procurement manager to help and advise on all aspects of public sector procurement and identify and realise cost savings across the College. This contributed more than £100,000 in College wide savings.Organised the delivery and financing of a £10m investment in buildings in partnership with Preston Road NDC and Hull College. 40% of funding came from external sources.Advised on and arranged the College’s first ever external funding package with a £3.5m facility from a leading bank. Redefined the role and focus of the risk management committee. Worked with internal audit to change its approach towards risk assessment. Partnered with one of the Local Authorities to use their emergency planning templates to create our own disaster recovery procedures.Member of the Learning & Skills Council advisory group looking into the possibility of introducing shared services across the Further Education sector.

Joined as their Financial Accountant and rose to the position of European Financial Controller. The UK was the European manufacturing centre for this global group. Turnover >£70m.During an intense period of 7 months I proposed and introduced a new commercial structure into Jotun’s European business based on a principal and agent model. This consolidated the UK manufacturing and the European sales companies (France, Germany, Greece, Holland, Ireland, Poland and Russia) into one customer facing business unit. This created transparency as to where profits were made and enabled the removal of most of the European back office functions. Invoice processing fell by about 15,000 per annum (c.22% reduction)..Achieved more than £2m in currency gains in three years through the active management of its currency flows using a combination of forward contracts and currency options.Provided support and analysis towards a feasibility study into establishing a new company in Russia. It commenced trading in early 2005.

Top regional student in final year professional exams.