When there is a commercial or complex loss, our dedicated team of experienced project managers and highly trained technicians are there. We provide 24-hour coverage, delivered 7 days a week by a global network and guarantee a rapid, right, first-time response.If the event of a commercial or complex loss, everyone involved needs reassurance that the project will be robustly managed, that Business Interruption will be minimized and that the affected business will return to operation in the shortest time possible. Thankfully, our Major & Complex Claims team is best placed to recommend the most effective course of action, using leading-edge techniques to restore both the property and its contents.Our Major & Complex Claims team is dedicated to managing major, complex, commercial and high net-worth losses. Specifically recruited for their industry experience in managing multiple types of complex losses, the team are fully trained in fire and water damage restoration and are ready 24/7, 365 days per year to respond.Mechanical decontamination & restoration after water or fire damageElectrical & Electronic restoration after water, fire or smoke damageStructural & Property Drying after Water or Flood DamageDecontamination & Restoration of Wind TurbinesBuilding Decontamination after Fire & Smoke DamageHeating Ventilation and Air Conditioning Decontamination

I reported directly to the CEO, responsible for business operations. My responsibilities encompassed a wide range of functions, including strategic planning, H&S, procurement, supply chain management, project execution, compliance, risk governance, 24/7 contact center, HR, and the Cloudfm Academy.Key Achievements:• Developed and executed a comprehensive strategy aligned with the overall business plan. This strategic approach facilitated scalability in FM and diversification into IoT technologies, positioning the company for sustained growth.• During my tenure, Cloudfm achieved substantial financial success, with annual revenues increasing from £36m to £66m between 2016 and 2023.• Successfully established new offices in strategic locations, including London, Colchester, Newark, Harlow, and Dublin. This expansion not only extended our geographic reach but also allowed us to tap into localised talent pools, and enhance operational efficiency, and overall customer experience.• Led the creation of an in-house L&D team, resulting in the establishment of the Cloudfm Training Academy, which played a pivotal role in integrating our organisational culture, enhancing quality, and standards, and ensuring agility in adopting new technologies.• Restructured the supply chain 2020-2023 through category reviews, this strategic move effectively offset inflationary pressures between 2020 and 2023. • In 2019, we were honoured with the Queen’s Award for Enterprise and also Gartner recognised us as a leading provider of IoT-enabled technology for smart buildings and asset monitoring.• Navigated the complexities of the COVID-19 pandemic by driving strategic restructuring changes. Our transition to a managing agent model ensured resilience and continuity.My professional focus revolves around developing individuals and teams, introducing innovation and technology, and improving operational efficiency, all while upholding core values.

Reporting to the CEO, I was responsible for Cloudfm Shared Services, a subsidiary with a directly employed engineering workforce and support team, which delivered planned and project work for the core FM business,• Delivery turnover increased from £4.56m to £16m, growing operating margin from 10.4% to 22.3%.• Reorganised business support operations to enhance engineer efficiency by 18%.• Re-engineered a Projects and Small works division and drove T/O to £2.5m• Managed 120,000 tasks annually, through a meticulously managed Contact Centre and approved supply chain.• Introduced new software for call flow & and new phone system management in the 24/7 contact centre, reducing costs by 60%, and implemented a QA system to improve CSAT to 95%• Drove client estates statutory compliance to 98%• Introduced tech team of ex-engineers – decreased site downtime from an average 8 hours to 3.5

Weblight operates in the lighting sector, maintaining lighting estates predominantly in the retail sector on a comprehensive and reactive basis for the likes of Sainsburys, M&S, Tescos, TKMax, Mothercare, Iceland amongst others. • Board Director • P&L management £9-£14m & budgets in excess of £2.5m• Considerable change management experience • Driving up customer service and perception levels• Direct account managed significant high profile retail brands • Managed teams in excess of 150 engineers and also centralised operations support teams.• Experience in managing teams for procurement, distribution, HR, IT and Key Account Management.Devised and implemented a restructuring plan within Operations that significantly contributed to taking a loss making business in 2012/12 to return to profit in 2013/14 before MD recruited.Drove fundamental and cultural change into new sectors to support changing business model, whilst leading a complete restructure of the operations team. Introduced centralised services, dedicated projects installation team, which led to reduced overheadsMy team successfully delivered in excess of 50,000 planned and reactive maintenance task each year to a range of national well known estates, alongside significant refit and installation projects.

Managed central services, alongside key account managementKey services: Responsible for invoicing, scheduling of 200+ personnel, sub-contractor engagement and management, PPM program management, quality reviews, stock control and being focal point of contact, i.e. service bureau/ call centre for all of our clients, as well as providing continuing out of hours’ service 24/7.Key Account management: Confident ambassador of the company to prospective clients, frequently used by the sales and marketing team in the tendering process to secure new clients. Key Operational accounts I have managed include Sainsbury’s, Vinci Facilities, M&S, DSG, HBOS, TKMaxx, Arcardia , Bellrock , BHS and Clarks

My department liaises between core operations, the sales team, and the client managers, inducting new clients into the company, monitoring performance and delivery of SLA’s, whilst building strong communications lines and relationships with our clients.Key accounts personally managed have included Sainsburys, M&S , Vinci Facilities, ARCUS FM, DSG , HBOS, TKMaxx

Project Manager reporting to Change Programme Director, recruited to identify and maximise improvements in operational efficiency. Worked on Outsourcing and FranchisingTasked to identify opportunities within the business to outsource specific activities either by franchising or utilising self employed people. Identified selection partner for outsourcing logistics delivery activity with key savings in this area of £1.1m per year.MobilisationProject to source and identify new provider for Hand Held Terminals to assist in mobilising field workforce and creating a more dynamic working practises to improve efficiency.

Responsible for managing domestic and commercial contracts on behalf of 3rd party clients such as Argos, Miele, Debenhams, and Boxclever.After gaining my first management role as an Installation & Service manager I managed a variety of projects including supporting the launch of Channel5 across London and the growth of Astra/ BSkyB /Sky installations in the Southeast

UKRS was the service and installation division for Granda TV Rentals. Covered various roles within the busines including administration, warehouse manager, stock control and planning before moving into first management role.