Joined HCT Group to lead a turnaround when the business struggled after a period of rapid growth and acquisitions, working closely with the Board and investors. As the largest transport social enterprise in the world, HCT Group ran a wide range of commercial bus contracts including TfL routes in London and operations in Yorkshire, Bristol and the Channel Islands, generating profit to subsidise community transport services aimed at reducing social isolation among vulnerable groups. In the first 12-18 months focussed on returning the business to profit, building a sustainable platform for further growth and developing a zero emissions strategy, making plans to seek further investment. Business performance improved as we streamlined the business, improved operational efficiency and reduced the cost base. Improved performance became the basis for discussions on growth and further funding, with a three year plan beginning in October 2021. However, recovery was severely impacted by pressures on labour and fuel costs at the end of 2021, and a decision was made in 2022 to sell the business as a sub scale operator could not sustain the structural changes in the market. The key priorities were to protect jobs and services, and achieve as much value as possible for our investors. Business units were sold to Stagecoach and the Kelsian Group, contracts were returned to First Group and new providers were found for a majority of the community transport work with services protected wherever possible for our most vulnerable passengers. The HCT Group formally closed in September 2022.

Provided support for Trust staff on catering, wellbeing, sourcing PPE, and managing public donations

Responsible for global cargo operation, combining capacity of all airlines in IAG (BA, Iberia, Aer Lingus, Vueling & Level) to handle 1.4bn tonnes of cargo annually, leading a team of 2000 in 184 stations.- Restructured operation into one global team, to optimise performance and delivery into main hubs to improve customer experience and drive efficiency- Developed strategic plan for investment in key assets and infrastructure - Deep dive into extensive change program, assessing assumptions, timescales and objectives, and the resources and funding levels required for delivery- Built a team structure with clear accountability which integrated all hub and regional operations to maximise use of constrained ground assets

Responsible for UK and Ireland operation, before moving to run global IAG Cargo operation.

Led move of entire BA operation to South Terminal at Gatwick, which is the busiest single runway airport in the world. This involved planning for the move of all passenger areas, offices, engineering facilities, and all logistics for both colleagues and passengers, while ensuring no disruption to the operation.~ Developed a plan to achieve phased move in 18 months, with full familiarization for more than 3000 colleagues and completion of multiple construction projects~ Delivered a deep dive of the T5 opening and built the lessons learnt into the Gatwick plan~ Led team to deliver rationalized space footprint, automation, new working practices and other innovations which could be used in other airports~ Managed multiple groups of stakeholders, including the trade unions, airport authorities, and the Civil Aviation Authority (CAA)~ Increased customer satisfaction by 10-15% with new facilities and equipment to improve customer experience

Appointed to lead significant change in food and beverage product for British Airways, developed food and beverage strategy to increase customer satisfaction by 8-12% while reducing back office costs and driving strategic negotiations with suppliers~ Renegotiated all supplier contracts globally, to drive cost competitiveness and customer choice to achieve premium customer experience~ Recruited and led team of chefs and change managers to design a strategy for food and beverage for all passengers both in the air and on the ground, improving customer satisfaction and winning awards for best wine in the travel industry~ Launched IT system to drive invoicing and budget control and introduced digital platform to involve cabin crew in menu design and innovation trials~ Managed large global operation, including supplier transitions, industrial action, food safety issues, civil unrest and regulatory changes. Chaired safety group with Board level accountability, and introduced new audit standards for the industry

Founded after the 2008 recession, Frugalcrew was a shopping discount website, improving customer experience and using affiliate marketing to drive revenue. We later transitioned to a B2B model, selling to other websites on a revenue share basis.~ Negotiated agreements with 2000+ retailers, obtaining exclusives from top retailers for Frugalcrew users~ Automated upload processes to improve on competitor business model, reducing labour costs by 80% and eliminating expired offers (primary cause for user dissatisfaction)~ PR and promotions featured in the Daily Mail, Money Observer, Daily Star, AOL Money, Real People magazine and on BBC London~ Investment round in 2010

MD appointed to lead private equity turnaround of contract catering division (B2B sales of food and hospitality services) with team of 7,000 people across 550 sites in the UK.~ Improved EBIT performance by 24%, focusing on client profitability and operational performance. Improved debt metrics by 28%, driving operational improvement~ Improved sales performance, centralizing bid production and increasing target sales per head. Improved client retention rate by 6%~ Upgraded business processes to improve productivity and transparency for full reporting and forecasting~ Restructured and built a high performing team, coaching and promoting strong internal candidates and recruiting new talent

Managing Director of GE Capital UK leasing business with team of 370 people, responsible for growth in asset portfolio ($1bn+) operational efficiency, team leadership and business development. ~ Business comprised of five acquisitions made over last 5-12 years, still needed full integration and adoption of GE model~ Repositioned business in marketplace, retained major strategic accounts at risk (value $250m). Increased market share and drove profitability focus to segment customer base. New business growth of 23% in 2006~ Grew asset portfolio by 17%, focussing on high margins, strong residual performance and risk management~ Restructured operation - improved customer service delivery, reduced headcount, implemented new systems and technology platforms~ Reduced staff turnover from 17% to 5%, developed succession and talent processes plus coaching and mentoring programs

Responsible for driving commercial excellence strategy across all GE businesses in Europe with huge focus on Lean and its adoption across the company. Appointed as Lean Leader for Europe.~ Drove Lean Transformation initiatives across GE businesses, streamlining processes and reducing process times to create capacity for additional growth. Used extensive analytical data and modeling to understand key business drivers and early warning indicators to mitigate issues~ Initiated and led project to “make it easy to do business with GE” across all GE businesses in Europe, seeking improve customer focus and customer satisfaction to the same levels as process excellence

Managed a team of 15 account managers with portfolio of 40 large corporate accounts. Involvement in all aspects of all B2B commercial strategy: pricing, distribution, marketing, and scheduling.

Responsible for all country operations, focussing on building sales and increasing profitability in emerging market.

Joined BA on general management graduate scheme, worked on BA/AA alliance and distribution for Central and Eastern Europe.