Providing consultancy services and advice to clients in infrastructure and all associated areas - continuing the work carried out in this sector with multi depot operations offering equipment rental services and solutions to the infrastructure organisations across the UK and Europe. I have built this experience over a career in this sector across the past thirty years.

Responsible for supporting group wide operations overseeing the AS Group bus’. Member of the Group Strat Board managing all group business performance and attending monthly board meetings to review and drive business performance. Responsibility for two businesses under my direct control ; AAC&R (installed air conditioning & service business) and the French rental arm of the Group. Additionally supported the central services for the entire £83m Group (UK and the Group operations overseas). Also responsible with the Group MD for managing operational performance, budgets and strategy across the Group. I sat on monthly board meetings to measure progress on all performance matters.Key Achievements;-Op. profit incr’ from £16m (2020) to £21.5m (2022) - growth of 34% thanks to improved productivity and utilisation of assets & cost controls across group.Developed strategy and managed all of groups assets (total hire fleet holding circa £100m across 8 separate bus’) and stock with a group wide holding of £10m. Improved cash & working capital via a leaner group stock holding approach with benefit of utilising stock more efficiently and reducing new capex and preserving cash group wide.Managed asset purchasing and capex on new hire fleet valued at £9m p.a across the group.Leadership of transition to a new group wide ERP platform to unite all subsidiary businesses on one group wide rental platform.Responsible for group wide M&A activity with pot’ target list recommended and presented to board. Targets identified to optimise market share, consolidate market position and diversify core offering.Managed £20m in budget p.a for all support areas incl’ property, stock, overheads and working capital. particularly effective post pandemic in driving cash retention policies across the group.Planned and delivered growth in turnover and profit with turnover increasing from £67m (2020) to £83m in 2022 and great success in driving European growth to reduce over-reliance on UK market.

Providing consultancy project support and advice to clients in rail and infrastructure industries.Key engagements;Developed a business plan for rail and infrastructure projects to gain support from group holding parent for established UK hire operation to acquire a stake in UK RRV market. Sector value was £100m per year. Bid value £15m.Led bid for NR High Output track renewal system. Contingent labour supply to this project was £30m across CP5.Bid for baggage handling and support services at two principal UK airports - value £2m.Supported the transition to allow a recognised contractor to enter RRV and rail project market in LNW and LNE and Scotland. Overall expansion value £10m.

Oversaw 10 separate businesses that delivered services to a range of clients including Midland Metro, Amey Rail, Network Rail, NR High Output, Story Contracting, Balfour Beatty and Colas Rail. Created with the CEO a strategic plan for growth and diversification that has seen this group develop to a £30m entity.

As the lead in the BB Rail Plant reporting to the MD for Rail I oversaw all operations including ballast cleaning, tamping services throughout the UK and Ireland. Focussed on streamlining costs and enhancing service provision to areas such as MPV’s in London and South East and supporting the specialist RRV offering to London Underground. Played a key leadership role in organising fleet of assets and future investment of up to £50m.Key projects Network Rail £40m t/o p.a.Irish Rail £6m p.a.TfL £10m p.a.Developed strategic plan to increase turnover to £90m through improved engagement with devolved routes of Network Rail.

Worked with Tier 1 contractors to support Quattro bids in CP5. Oversaw the transition to MBO and back to founding ownership.

Management Consultancy Services to the plant, rental and specifically rail services sectors.

Managing Director for a UK wide plant hire business servicing the civil engineering, rail and service sectors. The business turns over £12-15m p.a., employing between 100 and 200 people (depending on projects handled at anyone time).The business is a high level service provider to business to business clients across a variety of UK regions.We have been involved in delivering a number of key projects across the UK including;-Airdrie - Bathgate Rail Link (2009 -2011) - working with Balfour Beatty and Carillion Construction.Evergreen - working with BAM Nuttall (2010 - 2011)We are a framework supplier to Carillion, Balfour Beatty, Amey COLAS and May Gurney amongst others.

Various roles on a self employed management consultancy basis - mainly in rental sector dealing with turnaround and fund raising in particular.My experience at Cox both in the original fund raising as well as subsequent acquisitions was invaluable. Roles here spanned commercial and strategic management of mainly owner managed businesses as well as finance and fund raising for the turnaround required.

A management buy-out from Andrews Sykes Group plc that I led in 2001 for £9.5m that was thereafter grown by organic means as well as acquisition to a network of 35 depots from the 18 we originally acquired in 2001. My role here involved fund raising for the original acquisition as well as subsequent acquisitions thereafter.

Reviewed performance of overseas subsidiary companies and introduced a benchmarked approach to pricing improvements.Instigated a zero based cost reduction scheme to the recently acquired businesses. Achieved a 15% reduction in direct operating costs over an 18 month period.Instigated and followed a price review exercise that via involvement of the key negotiators manged to achieve an 8% increase on average rates within the first 12 months.Outsourcing and purchase review.Managed national accounts sales teams from bidding / work winning through to account management of working capital.Built and thereafter managed a team of three commercial managers to monitor and improve performance across the depot network.

Responsibility for complete accounts function set up and reporting across the UK hire business.Led a program of operational review working closely with Group Operations Director.Sourced targets and led a number of acquisitions - targets being primarily in the air conditioning sector - the largest growth market open to Andrews Sykes.Managed the integration of Cox Plant following its acquisition from TDG plc for £50m in 1998.Led the acquisition of RCR which was acquired in 1998 for £4m, thereafter ran this business with the Directors who novated across with the acquisition.Responsibility for IT and operational support services across the 50 depot UK network of Andrews Sykes.

Responsibility post the appointment of newly appointed Chief Executive for strategic re structure to focus business on core activity of hire. Worked closely with UK Operations Director to re-model business from a zero cost base. Manufacturing operations were closed and Group headcount cutr from 1000 to 500 staff.Built a new management accounts team to instigate the business review process.Led the "hive-up" of the air conditioning installation and service side of the business in 1997 which was thereafter branded as "Andrews Air Conditioning".Profits in Andrews Sykes Hire grew from £2m in 1995 to £9m in 1999.

A JV between Lex Service plc and Lombard. UK leader in materials handling hire with 6500 trucks across a network of 22 locations. Turnover £50m - Operating Profits of 25%.First exposure to an aggresive strategy of growth by acquisition.Responsibility for management accounts production,. budgets and forecasting and mangement reviews across the depot network.

Assistant Accountant Role.

Accounts preparatory role and good all round accounts exposure.