Secure Your Software is a software as a service product designed to empower non-technical owners of software systems, such as CRM's and SaaS products, to take control of their infrastructure, allowing them to Boot and Reboot any version of the system whilst dramatically increasing the security of their infrastructure.

Founder of this innovative CRM covering HR, Roster, Payroll and Billing functions. Better, faster and simpler because it is tailored to your industry.

Building amazing software, and complimenting existing teams with offshore resources.

#GetFound. Romey was a mobile app & web interface running complex algorithms that connected models with photographers, whether in their hometown or whilst travelling, helping them grow their careers and connect with like-minded professionals. Web-based services provided a rich interface for companies, Agents and Bookers to access their roster or profile the database to advance their projects seamlessly.

MRR operates concessions within exclusive 5* hotels. This lucrative, seasonal business operates club-houses and provides tennis lessons to discerning clients. The highly skilled tennis coaches are sourced internationally, shipped in seasonally (with certain permanent exceptions) and housed locally. They undertake bespoke in-house sales/service training before being approved to provide lessons.

CFAO is a major division of the PPR, the world’s 3rd largest luxury goods group, and CFAO Automotive is the largest distributor of vehicles in the Africa area.As Commercial Director I had responsibility for the sale of domestic and commercial vehicles. I was brought in to revive the operation which was struggling with low moral, internal divisions and poor sales results.I restructured my staff into two teams (Commercial Vehicles vs. Domestic) of 6+ each, appointing a Sales Manager and Sales Executives per team. This new structure resolved existing personality clashes that had hampered growth, revitalised the teams, provided space to begin inducting & training new staff and allowed us to effectively focus skill sets for the different markets we were attacking. I out-managed a key staff member who was resistant to change, whilst introducing training and structured career advancement across the business unit.
We achieved an outstanding reversal in sales, increasing Hyundai sales almost 400% over an 8 month period to achieve an all time high, and customer service levels dramatically improved. Reason for leaving: shareholding at Rault Leisure Group.Budgets: Accounts are valued at up to several million dollars per annum but more importantly must be very carefully managed, as the loss of a manufacturers distribution licence (for example the right to distribute Hyundai in a set region) would be almost instantly fatal to the distributor. Care must be taken to manage these accounts within the cultural framework of both the manufacturers and the marketplace to ensure a high level of customer satisfaction.

Emcar Ltd., (est. 1899) is separated into Business Units, motorcycles (Suzuki etc.) being the largest. The unit was operating successfully, however the operational structure was antiquated and delivery times were unacceptably slow. A bigger problem was new products entering the market such as Haojue, an almost identical 250cc product built in the same factory as the equivalent Suzukis but retailing for significantly less.I addressed process issues by redistributing the staff of 11+ into two sites - separating sales from pre-delivery tasks. I then undertook a review of all staff roles, reassigned or promoted as appropriate, and followed this with new staff hires. I implemented new, strict quality control and timeline revisions, dramatically reducing delivery times of sold bikes from 10 working days to 3 .Sales operations were also improved. The owner bet me we couldn’t sell 100+ bikes per month (the average was around 60-70). After 3 months our standard was 101-103. This was achieved through selective discounting combined with careful brand marketing of the Suzuki as the ‘original’. A highly successful Automotive Show stand I planned and managed contributed significantly to ensure the brand dominated. Sales, revenues and profits increased significantly, with only a managed reduction in profit margins on some models due to discounting.Budgets: Accounts are valued in the low million dollars per annum mark but more importantly must be very carefully managed, as the loss of a manufacturers distribution licence (for example the right to distribute Suzuki in a set region) would be almost instantly fatal to the distributor. Care must be taken to manage these accounts within the cultural framework of both the manufacturers and the marketplace to ensure a high level of customer satisfaction. I learned how to discover and show respect for diverse cultures, business and social, and developed skills for dealing in an international framework effectively.

I founded this company by building the website myself when I saw that there was nothing like it on the Island at the time.www.propertymauritius.com was a unique, dedicated realty web site providing free listings of properties for sale or rent etc. Used by virtually every estate agent on the Island the site received over 45,000 hits in January 2005 alone. I successfully established affiliations with a major international bank and the Island's largest insurance company. Reason for leaving: sold company.

Patented process (innovation patent # 2003101018). Founded in London with 'seed' venture capital from the BIC, this is a complex operating system for small businesses that hides that complexity from the end user. As the founder my role focussed on software, product & business development, capital raising and general operations. After securing seed funding, the development of the beta version was outsourced. ‘A’ round funding was in progress when the events of Sept 11 2001 combined with the dot.com bubble burst of 2000 to remove all hope of further funding, and the business was closed.

Ripcord Systems was a highly ambitious wireless tech startup funded by one of the largest VC funds at the time called SoftBank. I supported identification of possible clients, researched the validity of round one targets & made recommendations on whom to partner with. I also completed the application for a US Gov. Military Grant under the SBIR scheme. Sadly Ripcord Systems closed due to a lack of ongoing funding from SoftBank.

SYKES is a global leader in providing customer contact management solutions and services in the business process outsourcing (BPO) arena, primarily in the Communications, Financial Services and Technology industries. SYKES also provides enterprise support services in the Americas and fulfilment services in EMEA.My clients were High-Tech accounts including 3Com, Solectron & Corbis Images, for whom we provided any part of the range of services listed above. My role was to manage all of the operational & financial aspects of my accounts. The work was carried out in divisions across the company, often in several countries. I held ultimate responsibility for the accounts, with each department providing a unique departmental contact. A significant part of my role involved travelling internationally to manage & grow the accounts, and I was the senior contact/escalation point for my clients’ accounts. Reason for leaving: Not happy living in Scottish Borders and no other posts suitable.Budgets: Accounts were valued at up to several million pounds per annum. I combined the various departments detailed reports into invoices and verified them by cross checking before invoicing the clients in detail. It was also my role to pursue delinquent accounts, which in one case involved over £420,000 (A$1.1 Million) that had been disputed for almost 2 years. The previous Account Manager had been unable to resolve the issue and Sykes was worried that pursuing these invoices insensitively could result in the loss of the ongoing account. After reviewing the account and investigating the issues I secured payment of the undisputed amounts, them met with the client in the US to go over the outstanding amounts in detail. All but around £20,000 was recovered. Late payment penalties were not applied and the client was allowed to pay in instalments. The client was in fact very happy to have the matter efficiently resolved, and this added to our credibility.

AMP had created AMP Financial Services as a mortgage brokership and was actively hiring staff who had the skills I developed at the CBA. At AMP I sold over the phone and in person at our offices at Circular Quay, unlike the CBA.I began in sales and was promoted to Team Leader. I was responsible for staff bonuses and associated disputes, and I was appointed the communications officer for in/external communications, 3rd Party clients and the AMP IFAs. I was responsible for the complaints process across multiple departments whilst co-managing a staff base of up to 40 Lending Managers & 20 CS staff. During my tenure I restructured the complaints process from "1st contact" to "departmental" ownership, introducing a much more effective process that dramatically improved customer engagement and reduced service times. AMP selected me to act as an ambassador to represent them in the UK for a short period as part of a partnership with a UK based insurance firm. This inspired me to move to the UK.

The CBA launched its first mortage sales call centre and hired skilled sales people on 12 month contracts to launch the service. I was firstly certified as mortgage lender in the CBA, lending on the full suite of bank products with the focus on domestic mortgages plus mortgage/loans authoring & initial processing. This was an exciting 12 month contract.

Sales, store management & customer service. Daily financial reconciliation & banking, visual merchandising & stocktaking - Oxford, Atelier, Nazario Parisi, Figgins, Aclandé & Bugatti.