Providing Heritage Asset Management advice/Visitor Attraction consultancy for a wide range of organisations involved in property,land and estates management, conservation and visitor related attractions. Services include project management, creation of strategies, management plans, funding bids including HLF, project managing governance reviews of not for profits and charities, advice on aspects of operational management in the heritage field, and estates related advice. Working as an appointed HLF mentor for grant aided Strategic development projects Clients include The Shakespeare Birthplace Trust and The Royal Naval Museums, The West Midlands Historic Buildings Trust, The Royal Overseas League and Welsh Perry and Cider Society and a Trustee of the Avoncroft Museum of Buildings.

Providing ongoing professional consultancy advice regarding the Trust's wide-ranging Property Investment Portfolio - commercial, residential, leisure - and representing the Trust with all statutory authorities e.g. Planning, Environment Agency, Charities Commission, Local Government, and external agencies. Making recommendations and leading on projects which support the corporate priorities of the Trust and the direction of the Trust's property and land portfolio.

Provided interim support in reviewing and driving operational performance and delivering new income streams for the Trust's portfolio of 5 Historic Visitor attractions, plus scoping several key projects including New Place, leading and co-ordinating a successful £4.6m HLF funding bid, linked to the strategic plan.

Responsible for the setting and development of the Strategic direction for the Estates department,which was divided into 3 sections: Valuation, Facilities, Capital/Asset Management. Led 90 staff over 4 sites with a £4 million rent roll, £500 million worth of assets (commercial, community and operational), cyclical ( £2.5 million)and project budgets (£3.0 million).Wrote the Acquisition and Estates Strategy, asset management policies/plans, public sector partnership agreements, team and service plans, whilst ensuring linkage to corporate strategies. Put into place compliance systems, adapting and leading organisational change which included re-structuring/consolidation, new asset data management systems, outsourcing and procurement.

Strategic Direction and Operational Management of 12 Historic Visitor Attractions and 4000 acres of land, leading major Policy and Strategic reviews, delivering complex project management teams for challenging restoration and income generating projects, disposal plans, improving business processes,(procurement) leading 90 staff, with a turnover of £3.5 million, project spend £3.0 million across the West Midlands region: Warwickshire, Birmingham, and Staffordshire, delivering a broad range of strategic and national KPI's.

Responsible for Strategic Direction, Operational Management and Project delivery for 10 Historic Visitor Attractions, 3000+ acres of land, internationally important and complex properties, 70 staff, £2.5m turnover, £2m budget project management. Worked closely with stakeholders, led organisational change, achieving key property targets and managing complex investment portfolios.

Land and Managing Agent for 2000 acres of land and historic buildings in Gloucestershire, Herefordshire and Worcestershire, delivering technical estate management, operational and strategic accountability with £1.2 million turnover; £1m project spend, 30 direct and indirect support staff, over a wide-ranging and complex portfolio.