October 2016 to present Director of Non Financial Due Diligence for TRANSACTION FOCUS LTD delivering training and consultancy to organisations in the Middle East ,Far East, Africa and UK plus risk ,pensions and governance, ,competitiveness ,standards, ,corporate social governance ,ESG,M and A, change, excellence and futureproofing using any one of 8 methodologies including Hoshin Kanri .Now involved as a partner with T-Focus Energy on sustainability and corporate journey delivery to nett carbon zero by 2050.July 1995 to October 2016 OS INTERNATIONAL PLC ,Marketing Strategy and Delivery Director Some 70 engagements since 1995 ranging from Kenya Vision 2030 plus the roadmap to consolidating 271 colonial era county councils to 47 and becoming a 1st world country to Essex County Council transformation with 115 transformation outsourced partners to be considered to mid caps, divisions of multinationals ,scaling SME's, call centres and privatised utilities.Main Areas of FocusBUSINESS ANALYSIS WITH PURPOSE AND APPLICATION--As precursor to M and A activity--To determine how best to integrate acquisitions or carve out parts of a business that no longer fit--To facilitate transformation--To act as a catalyst for change--To improve productivity using neuroscience, incentives and organisational re-design--To develop fit for purpose Target Operating models--To create cultures of continuous improvement--To leverage performance in people and enabling technologies--To develop operational improvement via simpler processes and innovation--To creatively solve and engineer out of existence difficult issues troubling management and boards--To shorten scaling timeframes and assist boards get to money faster--To make the decision to optimise salesforces versus buying market share an easier equation to solve--To build in the ability to adapt and be more agile as an enterprise--To develop faster routes to market here and overseas--To create roadmaps to desired objectives that avoid political elephant traps, for countries, local authorities, public services ,businesses and divisions of multinationals, subsidiaries and acquisition targets--To enable succession plans that build on legacies and fulfil founder's dreams--To craft new strategies for growth--To make sense of the unfamiliar or complex--To aid retention of good people--To determine whether to centralise, decentralise ,breakup sell or close--To determine whether to outsource or not and to decide the degree of dedication--To assess risks and the optimum approach to dealing with them