A portfolio of activities:1. Non-Executive Independent Chairman and Director roles for Private Equity owned businesses (see individual entries below) and - occasionally - privately owned businesses. 2. Board Mentor for Criticaleye: The Community of Leaders. In this role I have mentored more than 25 senior executive members of Criticaleye, including: FTSE 100 Divisional CEO's, FD's and senior executives; FTSE 250 CEO's and board members; Private Equity CEO's and FD's; Executives… Show more A portfolio of activities:1. Non-Executive Independent Chairman and Director roles for Private Equity owned businesses (see individual entries below) and - occasionally - privately owned businesses. 2. Board Mentor for Criticaleye: The Community of Leaders. In this role I have mentored more than 25 senior executive members of Criticaleye, including: FTSE 100 Divisional CEO's, FD's and senior executives; FTSE 250 CEO's and board members; Private Equity CEO's and FD's; Executives aspiring to participate in a Private Equity MBO/ MBI; and CEO's of early stage companies.3. Mentor/ Coach/ Trainer/ Advisor/ Facilitator services to individual executives, boards and management teams, focusing primarily on small and medium sized enterprises, with a particular interest in - but not restricted to - companies based locally in East Anglia. (NOT classic management consultancy unless specifically requested: usually all work undertaken with client involvement, no independent research or long reports, just perspectives based on experience - good and bad).4. Assistance to Private Equity firms and Private Equity owned management teams: training PE or investee companies executives; advising both sides on potential deals and management teams including what to expect from PE ownership. Show less

Non-Executive Chairman of Motorclean during 6 years of ownership by LDC (Lloyds Development Capital). During that period Motorclean moved into number one position in the UK car valeting market with clients in the car dealerships, import preparation and refurbishment sectors. Sold to Matrix in July 2011.

Non-Executive Chairman of St Tropez during the last 18 months of private equity ownership by LDC (Lloyds Development Capital)). St Tropez is the leading ‘healthy tanning’ product in the UK and increasingly the US. Sold the business to PZ Cussons in September 2010 - a good opportunity for PZC to build further the international capabilities of the brand.

Non-Executive Chairman of Facilitas, a privately owned start-up business in the UK property services sector. Sold to the major shareholder in 2009.

Non-Executive Chairman of EPCglobal for 4 years, a joint venture between Bechtel (Global US Engineering/ Construction business) and private equity firm LDC (Lloyds Development Capital). It is a leading player in the global recruitment market for senior contract engineers. Sold to MPS, a US recruitment business, in October 2008.

Non-Executive Chairman of Condor Group during two periods of private equity ownership; by ABNAmro Capital for 2 years and then RBS Debt Ventures for 4 years. Condor Group provided freight and passenger ferry services to the Channel Islands and the UK, and logistics services within the Channel Islands. Sold to Macquarie Group in 2008.

Non-Executive Chairman of TSC for 5 years during private equity ownership by LDC (Lloyds Development Capital). TSC was number 3 in the UK customer contact business focused on customer life cycle management. Sold to the Indian multi-national Hero Group in 2007. Remained as a non-executive Director of Hero TSC for 2 more years.

Advised on the European Business Services market and worked with PwC Corporate Finance on deals and pitches.

Non-Executive Chairman of SGi during 4 years of private equity ownership by Hg Capital. SGi is an outsourced property management business. Business sold to Babcock in 2004.

FTSE 100 Global Business Services Company.At that time market capitalisation c£5 billion with 35,000 employees across 3 Divisions - Logistics/ Recruitment/ Commercial which included Mail (DX) & Business Process Outsourcing.Prior to becoming the CEO - Executive Director of the Global Logistics Division.

At that time Mayne Nickless was in the Australian Stock Exchange top 20. On a global basis the group was involved in Transport, Logistics, Express Freight and Security with Australian and Indian/ Asian activities in Healthcare and telecoms.The European businesses included Parceline, Interlink and Security Express in the UK and Van de Heiden and FDS Logistics in France, Belgium and Holland together with a nuimber of transport businesses in Spain and Italy. Soon after I joined Hays I led… Show more At that time Mayne Nickless was in the Australian Stock Exchange top 20. On a global basis the group was involved in Transport, Logistics, Express Freight and Security with Australian and Indian/ Asian activities in Healthcare and telecoms.The European businesses included Parceline, Interlink and Security Express in the UK and Van de Heiden and FDS Logistics in France, Belgium and Holland together with a nuimber of transport businesses in Spain and Italy. Soon after I joined Hays I led their acquisition all of Mayne Nickless' European logistics businesses. Show less

Initially appointed as Managing Director of a group of 7 businesses based in the NW of England. Chairman of each business - distribution, transport, bulk tankers and logistics software. Appointed to main board in 1992 as Executive Director of the European logistics business. Left to join Mayne Nickless in 1994.

Alumasc was an MBO from Consolidated Goldfields. Joined as MD of a small subsidiary specialising in high security locks.

Various marketing, finance, strategy, M&A and general management roles over 17 years.Initial roles in Group Operations Research and Industrial Chemicals marketing and then joined the garden products business as a brand manager. Launched the Gro-Bag in 1972, moved on to General Manager UK garden products after a few years and then to a divisional board position in the Horticulture Division, Led the search and implementation of a major acquisition to kick-start entry into North American… Show more Various marketing, finance, strategy, M&A and general management roles over 17 years.Initial roles in Group Operations Research and Industrial Chemicals marketing and then joined the garden products business as a brand manager. Launched the Gro-Bag in 1972, moved on to General Manager UK garden products after a few years and then to a divisional board position in the Horticulture Division, Led the search and implementation of a major acquisition to kick-start entry into North American market. Show less