BSRIA has the mission to make buildings better, and supports industry in designing and operating buildings that perform well economically, socially and environmentally, BSRIA does this through providing independent testing of products and buildings throughout the construction industry, the sale, calibration, and rental of instruments; market intelligence; information; and consultancy services for design, construction, facilities management, and manufacturing.As a non-profit distributing member-based Association, we also publish best practice guides, hold an extensive library and run training and events. We have laboratories and offices throughout the world including UK (Bracknell and Preston), China (Beijing), USA (Chicago) and France (Lille).

Three key projects running concurrently:1. M&A consulting for sell several south American tech businesses to obtain US & European Private Equity and/or Venture Capital funding/acquisition2. Strategic due diligence for US based PE house3. Nine CEO/CTO & CRO mentoring relationships across the medical publishing, retail, automotive, news media, aerospace, high-tech, Fin-tech, Corporate Comms and talent management sectors in UK, Europe, US and global

Appointed to turnaround stalled, loss-making VC-owned business and make it fit for PE sale. Took Reevoo from unprofitable and directionless to completion of successful sale to PE in just over 3 years.Achieved first profit in its 15-year history by reducing headcount by 40 per cent; scaling operating procedure; implementing a new sales/marketing strategy and restructuring the global footprint.• Sales: solved issues of ghost revenue and artificial pipelines by revising sales contract, introducing new methodology, sales strategy, recruiting new CRO and replacing old team. Cut sales cycle down from nine months to two.• Implementation: shortened 18 month booking to go-live cycle by introducing tougher SOW and replacing multiple touch points by a single team cutting out five of six months• Churn: cut from 29.8% to 6% by reorganising nine ops teams into three, requiring AM's to build renewal strategy for each Enterprise account. Recruited a new CCO and moved focus to proving value to customers.• Management: used coaching/structural changes to bond a group of siloed experts into a team focused on health of business. • Culture: reversed ‘fun first, work second’ culture by banning nearly all wfh, unlimited pool-table time and endless socials. Stopped the continual production of long thought pieces as substitutes for action, introduced formal team and project meetings• Product: added function paid for by cutting back huge marketing team/budget used to paper over cracks caused by product decay due to lack of focus/investment• Financial risk: focused on cash flow, debt management, implemented major restructuring to deal with significant overstaffing• Investors: reduced size of board and meeting frequency. Briefed investors individually on real state of business and what needed to be done to grow and/or saleable• Technology: had been underfunded so sanctioned major project to stabilise/improve scalability of the platform. Split team to allow parallel focus on NPD

www.ValleyInsiders.com - Business consulting and market discovery service for early stage UK and European technology companies looking toward entry and/or PE & VC funding in Silicon Valley, or the broader US market.

Key executive within the 5-person team selling the division on behalf of UBM Plc to Private Equity GTCR. Led sale of EMEA data platform Agility to Innodata Inc and TUPE transferred employees acrossTrack record of consistently meeting PLC corporate objectives with strong financial performance. 14 year CAGR of 14%. Highly regulated sector.Cross cultural leadership - fast paced (24/7/365) SaaS business of 300+ employees across offices in UK, France, Belgium, Netherlands, Sweden, Dubai, Israel, Palestine, Bangalore, New Delhi and Mumbai. Opening the door to the C-Suite of leading global brands, adding 7500+ to customer base Cross functional leadership - EMEA & India responsibility for subscription and transactional selling, owning the regional P&L and finance team, responsible for regional IT with several discrete platforms for editorial, billing and CRM, online, social and event marketing, operations based in London/India, product development of cloud based data platform, research team for the largest global media databaseBusiness turnaround experience both at a regional level (EMEA) loss to 25% margin and on a product level (data platform, Multimedia and distribution services)President of Hors Antenne 2009 - 2017 - Sourced, negotiated, acquired and then integrated the market-leading media intelligence platform in France. Exceeded UBM expectations and business case for the acquisition. Within three years moved from loss making to margin in the high 30's and subscription base that grew by over 110%.Chairman, ANP Pers Support [JV between Dutch News Agency ANP & PRN] 2005 - 2017 - resulted in a highly successful business being the leader in its field distributing Dutch and Belgian corporate news out domestically and internationally.

In 2006 key executive in 5-man team in halted sale to Private Equity.Proven track record of consistently meeting revenue, profit and corporate objectivesLed portfolio tech-based business trading across 15 countries at different stages of development that all followed the core strategy and outstripped the market. Retrenched back into the UK, remodeled offering, built management team, then geo-cloned proven formula across the rest of EMEA & India. Re-engineered loss making business to strong profit via a combination of structural changes, technical product rationalisation and deep cost cutting over a six-month period. Specifically stripped out 46% of costs, downsized staff from 350 to 100, moved out of expensive HQ, whilst growing revenues by 27% in same yearImplemented new strategy moving from local to global, disclosure to brand communications, single transaction to subscription model as part of a commercially successful repositioning exercise.Broke London Stock Exchange regulatory disclosure monopoly with self-service fin-tech portal solution gaining 15% market share

Re-engineered Frost & Sullivan’s public training events portfolio into a customer-focused, on-site L&D events operation that utilised the world’s top 98 subject matter experts across the sales & marketing, management and technology spectrums.- £12m turnover, 62 staff, 190+ outsourced ‘experts’, 1200+ events pa, global blue chip client base. Reported to Global COOBrought in to provide fresh solutions to old problems. The business offered a dull ‘public’ events portfolio and within 18 months remodelled it into a high margin, subject matter expert delivered in-company events portfolio:• Full p&l responsibility; profitable for the 1st time ever – 1999;• re-energised & refocused events team in specialist training areas (Sales, Marketing, Management & Technology);• built high performance Telesales operation, ‘Big ticket’ sales consultant team;• delivered 60% - 103% growth on ’99, ’00, ‘01 across bespoke corporate & executive development events;• launched events in US market and delivered in excess of $1m Q3 ’00;• € 3.2m direct mail budget that drove 60%+ public events client base;• new web route to market (retention & acquisition) and e-learning blended products established; • led strategic direction, developed corporate ‘methodology’, training roadmaps & evaluation/assessment tools;• ate our own dogfood by cost management training and applying skills learnt;• launched value added edu-tech services to events to increase overall profitability by 10% Q1;• achieved 18% decrease in external supplier costs Q4;• decreased event management costs by over 50% /3 year programme;• built leading European management training portfolio using the best experts from across the globe;• successfully decreased business on impact of technology market downturn – ensured profitability 2001

Headhunted to The Register to automate and digitise their entire offline businessLargest worldwide media expenditure and advertising monitoring/archive company, 300+ staff and £8m turnoverBrought in to radically overhaul business previously worked at which suddenly faced head-on competition. Reported to the Group MD and member of Group management team. • full P&L & management team of 6;• upgraded traditional hard copy production to fully automated collection/digital storage and online delivery;• installed centralised system recording full sales/finance/production details on the 1000+ subscriptions;• developed centralised ‘buy-in’ across 80 countries, increased speed, quality and better price for volume;• implementation of professional account management training & systems;• initiated marketing dept, prepared full marketing plan, re-engineering of company personality, introduced dynamic branding and morale boosting internal communications programme;• fully prepared for Y2k complaint order system and technology;Late August Pearson sold The Register back to original owners, who had set up in competition and wanted key assets (Client base, 15yr creative archive). Personally made 100+ redundancies, terminated suppliers and provided strategic papers

Simultaneous to the role below, completely overhauled and digitised the marketing of the FT Electronic Information Division. Accomplished hugely positive results across the entire marketing spectrum including covering the Industry ‘Online Show’ in FT pink.Team of six with an annual budget of £2.5m:• delivered effective PR (3 to 263 articles over comparable 3 month period); hired and managed PR Agency;• project managed and hosted the best-heralded ‘Online’ show (0-42 sales yr. on yr. & covered in FT pink);• decreased product documentation expenditure by 72% (renewable every 4yrs rather than every 6mths);• built corporate, tactical & lead generating ad. campaign plus innovative direct mail to support £20m sales.

Concurrent with role abovePromoted to Director of International for the FT Electronic Information division, leading the whole digital business across 20 countries to revenue and profit growth. Experience gained across the US and AsiaPac.• team of 60+ across 3 offices, 4 agents and 19 distributors;• changed team to 92% sales from 50:50 sales/admin and took 23 territories into 3 global hubs/10 key sites;• decentralised budgets back to offices to ensure spend in relation to earnings & savings of over 50%;• utilised Pearson-strong domestic brands in France, Spain & South Africa by developing local branding;• maintained £7m turnover in complex non-English speaking marketplace whilst reducing costs.

Launched same-day summary-translated online press monitoring service. Built it up from scratch to cover 78 countries, brought on 200+ clients including all the major financial institutions in the City, 4 Prime Ministers and blue-chip companies. Upon demand developed pre-8am same day service for the Banks. Business bought by the Financial Times and subsequently moved asset into JV with Dow Jones/Knight Ridder