Former MD / CEO, accustomed to full P&L accountability, and leading all business functions across multi site and multi-disciplinary teams in businesses with turnover > £200 million. Good at people selection, (in and out), coaching, training, and at establishing and implementing strategy short and long term, focusing on growth, profit enhancement and long term market strength. I enjoy the challenges of communication and engagement with large numbers of people operating extensively.I have successfully grown and sold a new company from start up, led change management programs and changed cultures, building confidence, ambition and continuous improvement cultures.Personal interests:- I have travelled as part of researching how to fix UK farming broken profit model and simultaneously transform the industry's carbon footprint, and believe that the tools to make arable and mixed farming sustainable are available and appropriate to maintaining UK farm structure.- Keen on maintaining my personal fitness through a variety of exercise activities.

Non executive role with a large scale family farming company

Joined the board when the company was acquired by the private equity company Paine and partners in 2015. SIL operates through local subsidiaries in 5 countries across Europe. Greens of Soham is the UK subsidiary.Director responsible for the UK operations and supply chain development opportunities across the SIL platform

Greens of Soham, (GSL).- UK subsidiary of Spearhead International Limited, a private equity owned European farming company- GSL subsidiaries operate on land from Sussex, East Anglia, Northumberland and Lothian, amounting to 7000 hectares of farming, predominantly in intensive vegetable and potato production underpinned by contract farming and arable operations, supported by co-operative work with a broad base of partner growers. - Operated through multi-site specialist teams with central support services.Reporting to the group CEO, I was responsible for:- P&L and balance sheet performance- Defining and overseeing strategy implementation in line with the growth and profitability aspirations of private equity investors and shareholders- Leading all key business functions- Developing people resources, capability and capacity across the organisation- Ensuring high reporting and operating standards and full levels of compliance to corporate policies.Between 2007 and 2016 the business doubled in scale and strength reflecting the cohesion and collective efforts of a strong leadership team and excellent staff in all areas of the business.

MDS Provides experienced management personnel to member companies, and broad based management training to graduate level recruits. As a senior non-executive director on this board I have played a leading role in reinvigorating strategic direction for the organisation, and recruiting the new chairman to lead on the delivery.

For 10 of the 17 years at G's, I operated as a director with a wide variety of functional leadership responsibilities. Headlines:a) Accustomed to working to high level standards of corporate governance and reportingb) Proven track record in sales and marketing, food factory management skills, supply chain management, logistics, food safety and quality management, and health and safety leadership.c) Learnt the value of understanding the whole business, and the importance of communicating endlessly at all levels in order to build business excellence and sustainable profitability.d) Thrived in multiple functions by helping great colleagues prioritize and focus.e) Successful leadership of business units with full responsibility for profit, sales, market share gain, operations and competitiveness. Learnt to sweat points of difference for profit and share.f) Led the graduate recruitment and training program for the group over many years, and built a strong track record in coaching many colleagues into key roles.Over 17 years I progressed from farming to operations leadership across field packing and high care factories, adding sales and marketing experience with all UK multiples, progressing through GM roles to divisional director and then main board director responsibilities. From 2003 to 2007, I held a number of trouble shooting and development director level roles, all with a strong commercial focus and all delivered alongside board level strategic and operational leadership responsibilities. For example, as Supply chain and technical director, g) I led the delivery of a step change in improvement in food safety, quality and service levels, and transformed the technical function into an integral part of sales and marketing.h) Led the design and implementation of multi-site software, streamlining dispatch, invoicing and quality assurance controls, transforming job satisfaction, invoicing accuracy, operating costs and quality control.