Covering all aspects of governance at the Charity

Re-engineered employee roles and Club resource structure via a multi-skilled operating model to move 20 loss making units back into profitReviewed existing business challenges and compiled and delivered the Human Resources strategy.Implemented out-sourced delivery of Personal Training to deliver £1.5 million revenue per annumImplemented key initiatives through provision of a six month operational plan to drive improvements in key business metrics such as recruitment, learning & development and ET costs.Developed customer retention processes to deliver £2 million revenue per annum.Launched NVQ into the business using third party provider with revenue generating kick backDelivered all HR elements of the integration of the acquisition of 20 Dragons Health ClubsLaunched competency based recruitment processes, appraisal systems and redefined job descriptions to drive improved sales and member retention performance within the network.Compiled new HR Manual to bring policy in line with current legislation.Launched employee satisfaction surveys on six monthly time spans to monitor improvements in compliance and moraleRelocated Corporate Office from London to Doncaster to achieve savings of £2 million per annumImplemented performance related pay scheme to contribute to 15% increase in sales year on yearIntroduced revised Package, Incentive Bonus and Benefit plan to reduce labour turnover by 42%Refined absence management processes to reduce cost to business by 73%

Delivered consistent business performance and exceeded monthly sales targets. Improved personal and business performance of under performing direct reports to drive financial results.Provided focus and direction through the provision and delivery of a three-month operational plan to deliver increased profit.Contributed to the wider business agenda through formal input to marketing and operational planning processes at Board level.

Exceeded target and budgeted figure on Profit, Customer Satisfaction, Directional Selling & Audit.Delivered a 25% improvement in market share ensuring Thomas Cook re-gained the No 1 market position in the Retail Travel Market.Improved Customer Service levels through focus of Senior Management Team.Contributed at Board level to UK wide policy and P&L delivery.Provided tenacious and inspirational leadership following September 11th atrocities to deliver required P&L.Implemented CRM and local market tactics to maximise revenue and minimise costs. Developed a top performing team of Direct Reports to fastrack cultural changes within the business.Provided input and support to the strategic direction and day-to-day policies of the retail shop network.

Achieved the No 1 position of the 4 UK Territories for profit improvement in 2000. Coached and motivated a team of 7 Regional Sales Managers to deliver corporate standards and objectives.Delivered key elements of the UK Strategy through provision and delivery of a localised Operating Plan.Completed strategic reviews of Foreign Exchange Pricing and Sales Force Reward and Remuneration Schemes.Communicated Territorial Goals and Business Agenda to a team of 7 direct reports. Passionately communicated campaigns, policy and business progress to the Territory team at all levels.Delivered the right guidance and leadership to develop the Regional Sales Managers, both individually and as a team, into a cohesive and high performing group.Undertook critical actions to integrate former Carlson Worldchoice network into Thomas Cook.

Delivered strongest performance in the UK against set criteria in five key business areas to be awarded top performing Regional Sales Manager in 1997 and runner up in 1998.Motivated 32 Direct Reports to deliver business plans following the merger of two regions. Implemented and refined Sales Management routines to improve sales enquiry conversions. Built a new Management Team totally focused on delivering exceptional Customer Service whilst achieving improved levels of profit. Introduced four key Operating Plans to raise the standard of each location to a uniform acceptable level.Enhanced overall Customer Satisfaction Ratio by 25%. Achieved the best national result for Directional Selling of preferred products.Various Roles

Appointed to the role Sales Office Manager for BET Deborah Services in 1983 dealing with all aspects of the motivation of a Sales Team, Credit Control and Administration.Joined HSBC as a Management Trainee in 1980 dealing with all aspects of Account and Customer Relationship Management. Completed Institute of Bankers Stage I qualification and various in-house training programmes to secure progression within HSBC.