Appointed by the Boparan Office to lead the business which supplies major retailers, food service, export and in store butcheries. Charged with transforming the business from a protein supplier to a leading consumer and category focused food business

Appointed by 2 Sisters Food Group to lead the Pies and Puddings Division operating across the ambient, frozen and chilled food sectors - including the iconic Holland’s pie brand, Matthew Walker Christmas Pudding’s and a business in the ROI producing pastry for retail own label, Quorn and foodservice • Established, implemented and developed a rolling 3 year Brand & Category Strategy and Business Plan achieving category leading EBITDA across all three businesses • Used category insight and understanding to practicably drive sales and profit across multi-channels including Retail, Food Service, Convenience, Food To Go, Online, Van’s, Stadia, Discounters, Export and co-packing• Developed and nurtured a strong empowered business team with a supportive can do culture • Introduced a Fit For Future programme that continues to deliver genuine factory and supply chain savings whilst improving safety & guarding the intrinsic nature and quality of the product • Delivered a vigorous and innovative NPD programme underpinning the brand and own label strategy - with significant success’s including Guinness Pies & Pudding’s and multiple industry and retailer awards • Implemented a successful media strategy for Holland’s including national television and a vibrant online presence – punching well above the level of investment

Appointed by Vendors/ V.C. to enhance business performance and demonstrate leadership• Launched and embedded a Company Business Plan with key strategic and operational drivers delivering sustainable sales and profit growth• Developed the customer base across retail, discounters and food service - strongly growing Morrisons & Tesco and introduced Waitrose and Reynolds • Successfully restructured Balance Sheet with a Debt for Equity swap between all three parties• Renegotiated banking covenants to give long term financial security for the business• Redefined both Holding and Operational Boards to give new sense of purpose and direction

Appointed by the 4 partners to manage strategic business development, enhance links with key customers, establishment of business improvement plan, integration and change.• Negotiated a complex merger of the six companies variously owned by the partners.• Successfully converted the culture from producer led to customer/market focused.• Negotiated and opened a state of the art packhouse at zero cost, as a JV with DHL.• Achieved market leadership in organic tomatoes, with 60% market share. • Introduced culture change and established a policy of continuous improvement.• Negotiated a sale to RAR Group, a pan-European company with an exit plan for the 4 partners.• Dramatically strengthened the balance sheet by bringing in RAR as a new equity partner.• Increased t/o from £15m to £60m• Devised an innovative strategic plan to further increase t/o to £100m and profits of £10m pa.• Appointed as director of subsidiaries:-o Margaret Nurseries San Martin SA (based in Spain)o Horticilha Agro-Industria SL (based in Portugal)• Appointed as director of associated businesses:-o Freshlink Marketing Ltdo Wight Salads (Producer Organisation) Ltd

Invited by the proprietor to establish enhanced purchasing department.• Evaluated existing systems• Designed and established new central buying team• Achieved and delivered cost savings of £6m• Identified further £10m of potential cost savings• Initiated novel approaches to e-commerce and e-auctions

Asked to take on this role after successful deliveries elsewhere in JS.• Implemented effective category management systems, reviewed on commercial terms• Designed and instigated “Big Ideas” scheme throughout the company• Identified key drivers to enhance customer purchases• Implemented innovative merchandising plan with higher margin ranges• Role extended from Chilled Convenience to include Frozen, Beers, Wines and Spirits, Grocery, Beverages and Snacks• Turnover increased in target areas by £8.7m, and profit increased by £6.1m

Asked to review and improve this under-performing area of the business.• Built senior managers into new and highly effective team• Enhanced communications to reach all 12,000 staff• Initiated major culture change• Re-aligned duties of Board to direct and develop future business• Launched a “flagship” store, winning “Best New Store” award• Successfully completed integration plan in 18 months• Achieved immediate cost savings worth £10m pa• Implemented new Business Plan, improved profits and increased shareholder value• Created new customer service initiatives and delivered sales growth ahead of plan

Asked to review and improve this under-performing area of the business.• Initiated major culture change, led by re-invigorated management team• Improved communications with union-led workforce• Prepared novel Business Plan with top 15 managers• Benchmarked all aspects of customer care and delivered “Best in Class” improvements• Overcame challenges and organised a successful trade sale• Overturned losses of £8m into first year profit of £1m and plans to increase to £6m