John Glasby Email and Phone Number

New role designed to review and reshape all University trading activities to create a sustainable trading model.Initial scope for £6m operations to include:-- hospitality & catering services- conference and events- non-student accommodation portfolio- sports & recreational services- shops and retail- university grounds ACHIEVEMENTS:- Strategic Development:- launched Commercial Services Strategy 2020/23 anchored around the key themes of People, Performance, Planet with balanced scorecard of KPI’s- Transformational Change:- Consolidation of University, Students’ Union and Arts Centre trading into a single commercial entity, retaining relevant USPs whilst introducing synergies in staffing, purchasing and data capture - negotiated transfer of commercial services with all relevant stakeholders- New Revenue Initiatives:- identified the need for year-round, non-student accommodation provision - ‘Aberystwyth Bunkhouse’ On target for £500k+ income 2020/21 (pre-covid) with 70% contribution- Continuous Improvement:- repackaged Sport Aber pricing model – confused offer, not fit for purpose with price barrier and multiple membership types. Replaced with simple Platinum Membership or ‘pay as you play’ model & free Platinum for all students in university accommodation for a fixed allowance- Developed Grounds Management Plan for 85 hectare campus including Tree Plotter software to accurately map inventory and ensure effective risk management- Planned and delivered hospitality management restructure achieving 10% salary savings whilst ensuring robust cover- Commercial lead on Pantycelyn refurbishment project and member of £40m Old College Project Planning Group responsible for business planning- Drove move to a cashless campus during pandemic and after, saving cash handling fees and driving efficiencies in opening and closing procedures.

Hired as Commercial Services Director but appointed Interim CEO on arrival (made permanent after 6 months). Turnaround situation with financial meltdown, inert culture and dis-engaged membership.Completed full staffing restructure saving 40% payroll costs, introduced new commercial revenue streams including Starbucks, Stone Willys Pizza, Union bakery, off license, delivered takeaway service (first in a UK university) and focussed advertising sales income. Turned projected £275k deficit into £47k surplus in first year.(deficit year prior to joining £130k).Researched, developed and launched 3 year Strategic Plan.Negotiated first rise in University block grant funding for 5 years, write off of existing loan and gained commitment to major investment in SU building refurbishment.Introduced performance management process for staff, linked to annual salary reviews. Oversaw increase in full time election turnout from 22% 2012 to 29% by 2015, highest in Wales and one of the highest in UK, increased staff engagement levels by 10% from 2014 to 2015.

Planned, opened and developed 5* food and beverage and retail operation in short break holiday park. Multi unit F&B with fast food, coffee shop, family dining, carvery, tradtional pub, fine dining, takeaway and significant corporate offers.Revenue growth through new product innovation, promotional activity and upselling, cost of sales management, overhead control, payroll management, compliance. Brand standard setting and management.Full EBITDA responsibility for £5m operation and c100 staff. Budget production and management for 10 outlets