Working with management teams in private companies to deliver leadership development and long term sustainable success.

Following the successful integration of the Ridgeons business into the Huws Gray group, I took up the role of Chief Executive. During my tenure, I have:• Led the exit to Blackstone, which delivered a 3.3x return over three years for our previous investors and founders• Overseen the acquisition of the traditional merchanting business of Grafton Group plc for an enterprise value of £520m – which saw our group treble revenues and double profit overnight• Coordinated the Competition and Markets Authority review into the acquisition, leading to the successful outcome of having to dispose of a single outlet out of 201 acquired• Secured £950m of senior debt and a £125m Revolving Credit Facility • Led the successful integration of the acquired business, including full systems transitions, changes to organisation design, operating procedures, branding and key reward structures

Following the acquisition by Huws Gray, I joined the group board and was responsible for:• The successful integration of Ridgeons into the group, including reward harmonisation, systems transition, changes to ways of working, and re-branding• Delivery of a 250% EBITDA improvement over two and a half years through implementation of a series of strategic decisions around customer mix, trading approach, operating cost base and procurement synergies• Being an ambassador for both brands, promoting a one group ethos

The move to CEO following the departure of my predecessor was a natural transition given the broad role I had performed to that point and the trust and credibility established with shareholders and the wider management team. During my tenure, I:• Delivered 100% increase in shareholder value in two years • Drove 20% improvement in operating profit improvement over the same period • Delivered strategic property disposals that generated gains and an improved operating platform to support future growth.• Established an entirely new executive team to lead the business over the next phase, with a combination of internal promotions and lateral hires.• Built on the already positive culture of the business to create an environment in which colleagues could be true to themselves and do their best work every day.• Spearheaded leadership development across all management layers.• Relocated geographically dispersed support functions to create a single centre of support excellence in support of the wider business.

A commercially focused finance director with a proven track record of delivering profit improvement, enhancing the value of the finance within the organisation, driving operational engagement and broader business change through periods of recession and growth.• Responsible for the core central functions of finance, payroll, IT, property, transport, health & safety, and loss prevention• Divisional Managing Director of Anglia Tool Centre, an online/multi-channel power tool specialist business.• Trustee of the Group final salary pension scheme• Acted as Operations Director for a yearAchievements:Finance:• Restructure of finance team to deliver improved service at lower cost• Credit control: DSO and bad debts reduced to industry leading levels• Purchase ledger: outstanding queries halved while processing volume increased by 20%, average processing rate increased by 100%• Succession plan implemented to develop existing team in readiness for retirements • Introduction of integrated reporting and forecasting system• Introduction of finance business partnering leading to performance improvements including 10% reduction in surplus stock, arrest in margin decline and 20% reduction in staff cost to gross profit• Change in group bankers leading to 30% cost savings• Establishment of tax efficient structure for property development activityOther:• Acquisition of three branches from national competitor in 2012 – responsible for due diligence, negotiation, legal process and subsequent integration. • Strategic review of loss making operations in 2010 leading to two business closures and taking direct responsibility for Anglia Tool Centre• ATC compound growth of 20% per annum and turnaround from loss to profit • Redevelopment of largest trading site (ongoing) to realise capital gain and create a future-ready branch, including securing funding from Group bankers

One of two partners responsible for establishing the Cambridge office of BDO in 2007, growing from a standing start to a multi-disciplinary offering.Client assignments included audit and acquisition due diligence across a range of industries (including software, technology, distribution and construction) and ownership structures (listed companies, PE backed and privately owned businesses).

Partner responsible for the private sector and social housing audits in the Cambridge office.Transaction Support work including:• Management consultancy project with UK listed company (turnover £400m) involving re-creation of accounts following system failure• Corporate finance project – fund raising exercise for Dublin-based student travel company (deal value £25m)• Due diligence for acquisition of a motor dealership on behalf of an existing client (deal value £2m)• Due diligence for acquisition of formula one team (deal value £120m)• Due diligence for the MBO of a property software company (deal value £5m)• Working capital report in respect of an acquisition by a listed publishing company (deal value £60m)• AIM listing of technology company (funds raised £3m)• AIM listing of US biotechnology company (funds raised £3.5m)• Demerger of listed healthcare recruitment business (market value £40m)

Established and ran own business selling study guides in the Ohio and Wisconsin, USA during University summer breaksRecruited team of 3 students to do the same in Wisconsin in the second summer